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APPENDIX
APPENDIX
APPENDIX A
MINECON-CORFO-JICA TECHNICAL COOPERATION
THE STUDY FOR PROMOTION OF INVESTMENTS AND EXPORTSFOR THE BALANCED ECONOMIC DEVELOPMENT IN THE REPUBLIC OF CHILE
Why Is It So Difficult to Grant a Concession in the Port of Arica?– Analysis of Present Situation and Proposal for Development Strategy –
January 2001 (Revised)
Satoko Emoto, Export and Investment Promotion (2)Naoya Takebe, Export and Investment Promotion (1)
Toshisada Katsurada, Infrastructure Development
Table of Contents
Introduction......................................................................................................................................... A - 11. Present Situation ......................................................................................................................... A - 2
1.1 Facilities and Operations .................................................................................................... A - 21.2 Cargo Handling................................................................................................................... A - 31.3 Shippers and Agents ........................................................................................................... A - 51.4 Parties Concerned with Port Management......................................................................... A - 61.5 Financial Situation.............................................................................................................. A - 91.6 Issues for Future Development ........................................................................................ A - 10
2. International Treaties that Affect Port Operation..................................................................... A - 102.1 The 1904 Treaty with Bolivia .......................................................................................... A - 102.2 The 1929 Treaty with Peru ............................................................................................... A - 12
3. First Bidding for Concession (Failed)...................................................................................... A - 133.1 Bidding Process ................................................................................................................ A - 133.2 Bidding Terms .................................................................................................................. A - 133.3 Reasons for No Bidder ..................................................................................................... A - 153.4 Responses of the Authorities Concerned ......................................................................... A - 17
4. Strategy to Improve the Port of Arica ...................................................................................... A - 18References......................................................................................................................................... A - 21Supplement ....................................................................................................................................... A - 22
Overview of the Port of Arica
Introduction
The Port of Arica is located in Arica, Region 1 (Tarapacá), about 20 km south of the Peruvianborder and 200 km west of the Bolivian border. The port started a bidding process during1999 with the purposes of obtaining private investment in the port and improving the portoperations through the granting of a concession. Although some private consortiumspurchased the Terms of Reference of the bidding, none of them bid for the concession. TheArica Port Company, together with the authorities concerned, is currently analyzing thecauses of the failure, based on which the next bidding process is to be prepared.
This paper was prepared to discuss possible measures to improve the facilities and operationsof the Port of Arica with not only those who are involved in the granting of a concession butalso those who are concerned with Arica’s future development. The improvement of the portis important because it is a prerequisite for Arica’s becoming a main gateway to the PacificOcean in the central zone of South America. The final version of this paper, based on thediscussions and other information to be obtained, will be presented in the Final Report of thestudy. Therefore, any comments on and additional information for this paper will be highlyappreciated.
Overview of the Influence of the Port of Arica
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1. Present Situation
1.1 Facilities and Operations
The Port of Arica is situated in Arica, the northernmost city of Region 1 (Tarapacá) and Chile,located about 20 km south of the Peruvian border and 200 km west of the Bolivian border.The port was constructed between 1960 and 1966 and currently possesses a cargo handlingcapacity of 2 million tons per annum.
The port consists of two multi-purpose terminals, Molo de Abrigo Terminal and Molo NorteTerminal, with a total of seven berths (Berths No. 1-No. 6 for the former and Berth No. 7 forthe latter). The total land space is 358,454 m2, including 130,656 m2 of open storage areaand 17,276 m2 of covered storage area with six warehouses for general and hazardous cargo.Table 1.1 and Figure 1.1 describe the facilities available and their conditions at the Port ofArica.
Table 1.1 Terminals and Berths of the Port of Arica
Terminal Berth Length(m)
Dredgeddepth (m)
Covered storagearea (m2)
Stackingarea (m2)
Construction details
1 114 4.00 1,900 18,852 Concrete blocks2 200 4.90 0 32,260 Cells of metallic sheet piles3 200 8.20 8,000 26,720 Cells of metallic sheet piles4 170 9.75 5,376 12,700 Dike of sheet-pike cells5 170 8.60 0 13,540 Dike of sheet-pike cells
Molo deAbrigo
6 170 9.75 0 11,864 Dike of sheet-pike cellsMolo Norte 7 (for Peru) 200 7.90 2,000 14,720 Cells of metallic sheet piles
Total 1,224 17,276 130,656
Source: Arica Port Company.
Figure 1.1 Layout of the Port of AricaSource: Arica Port Company.
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In addition to these facilities, the Port of Arica has acquired an extra-port deposit called“Punta Gallinazo” (Galvanized Point), which is located 12 km north of the port. The projectwill add an area of 40 ha to the existing capacity of the port, providing a deposit for bulkminerals, a container terminal, and multi-services to support transport activities.
The total cargo transferred in 1999 was 1.35 million tons, 67.5% of the current capacity.The use of the berths is around 30-35% per year, leaving a significant margin to continueoperating without a risk of saturation, at least for the next 5 years. Its security system issupported by professional staff and technological equipment, including video cameras tomonitor the 24 hours-a-day operations of the port. The port has experience in handlinginternational cargo, especially Bolivian transit cargo, which accounted for 63.5% of the totalcargo transferred in 1999.
The city of Arica is well connected with its hinterland (including Bolivia, Peru, Argentina, andBrazil) and major cities in other zones of Chile through road and railway networks and airwayconnections: Arica-La Paz Railway; Arica-Tacna Railway; the 500 km road to La Paz throughTambo Quemado; the 50 km road to Tacna; Panamerican Highway to Santiago; and dailyflight services to La Paz, Iquique, Antofagasta, and Santiago.
1.2 Cargo Handling
In 1999, the Port of Arica handled 1.35 million tons of cargo, increasing by 3.5% from theprevious year. Despite Chile’s generally stagnated trading activities in the late 1990s,1 thecargo handling at the Port of Arica steadily expanded, achieving a compound average annualgrowth rate of 5.8% for the period of 1991-1999. As shown in Figure 1.2, however, it islargely explained by the high growth of Bolivian transit cargo (including both import andexport).
Figure 1.2 Cargo Handled at the Port of Arica by Operation (1991-1999)
Source: Arica Port Company
1 Between 1997 and 1998, Chile’s exports and imports decreased by 12% and 5%, respectively, affected by theAsian economic crisis. See, Ministry of Economy, CORFO, and JICA, The Study for Promotion of Investmentsand Exports for the Balance Economic Development in the Republic of Chile, Progress Report I, August 2000, p.1-27.
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1991 1992 1993 1994 1995 1996 1997 1998 1999
OthersPeruvian TransitBolivian TransitCabotageExportsImports
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The main cargoes handled at the Port of Arica are: 1) mining products; 2) industrial products;3) soybean cake; 4) wheat; and 5) chemical products as illustrated in Figure 1.3. Whilemining product cargo, mainly for export, has maintained its leading position, soybean cake isthe fastest growing commodity at the port in the last five years. The soybean product iscurrently exported principally by Bolivia to other Andean Pact’s member countries, such asColombia, Venezuela, and Peru, but is expected to increase its importance in cargo handlingat the Port of Arica as the road connections from Brazil and the eastern part of Bolivia areimproved.
Figure 1.3 Cargo Handled at the Port of Arica by Product (1991-1999)
Source: Arica Port Company
Container movement at the Port of Arica grew fast in 1991-1998 as shown in Figure 1.4 (witha compound average growth rate of nearly 15% for the period). The port handled 756,089tons of containers (equivalent to 75,288 TEU) during 1998, ranking first in the containermarket of the North Zone and Southern Peru. In light of such rapid growth of containermovement, it has become obvious that the port must prepare its facilities and equipment forhandling a larger volume of containers more efficiently.
Figure 1.4 Cargo Handled at the Port of Arica by Type of Cargo (1991-1998)
Source: Arica Port Company
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1991 1992 1993 1994 1995 1996 1997 1998
Liquid BulkDry BulkContainerGeneral Cargo
negligible
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1991 1992 1993 1994 1995 1996 1997 1998 1999
OthersWoodSoybean CakeChemical ProductsWheatFishmealIndustrial ProductsMining Products
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Arica’s share of the total cargo handled by major ports in the North Zone and Southern Peru(i.e., among Arica’s “competitors”) reached 20% in 1999, as indicated in Figure 1.5. Whilethe share of the Port of Antofagasta (exporting mainly mining products) is far larger thanthose of the other ports, the Port of Matarani (handling mainly bulk cargo) has been growingfastest, exceeding the cargo handling of the Port of Iquique in 1999. The growth is owinglargely to its aggressive port sales, as characterized by a lower port charge, associated with theimprovement of access infrastructure (especially roads) and port facilities in recent years.Bolivian exporters interviewed in this study expressed that they were increasingly interestedin using the Port of Matarani as an alternative to the Port of Arica, though agreeing that thelatter would continue to be the natural gateway for Bolivian cargo.
Figure 1.5 Cargo Handling at Major Ports of the North Zone and Southern Peru (1991-1999)
Source: Port Companies of Arica, Iquique, Antofagasta, Matarani, and Ilo
1.3 Shippers and Agents
The users, shippers, and shipping agents of the Port of Arica include major enterprises in themacro-region, including Chile, Bolivia, Peru, and Brazil (those originally from Brazil but alsooperating in Bolivia), and the world as shown below. Such a situation suggests that the porthas a potential to become a main gateway to the Pacific Ocean in the central zone of SouthAmerica once its facilities and access infrastructure (including bioceanic corridors) aresubstantially improved in the future.
(1) Shippers and Consignees (cargo owners including both exporters and importers)
Cargo EnterprisesMining products Cormin, Sogem, Lambol, Intraini (all Bolivian exporters)Industrial products Portal Textile, Celulosa y Derivados S.A., Imextran SRL, Alke & Co. Bolivia S.A.Chemical products Union Carbide, Quimbol, Ind. Ravi, Petroquim SRL, Vitro PQ Quimica S.A.Soybean products ADM-SAO S.A., Industrias Oleaginosas, Industria Aceitera S.A.
Source: Arica Port Company
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
1991 1992 1993 1994 1995 1996 1997 1998 1999
IloMataraniAntofagastaIquiqueArica
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(2) Carriers
Carrier (Liner) DestinationsMaersk Europe, Asia, North America, South America, Central AmericaHarrison Line EuropeC.G.M. Northern Europe, U.S.A.C.S.A.V. North America (East and West Coasts and the Gulf), South America (East and
West Coasts)P&O Nedlloyd Lines EuropeInchacape Shipping Services Argentina, EuropeSeaboard Marine South America (West Coast), the Caribbean, North America (West Coast)C.C.N.I South America (West Coast), the Caribbean, U.S.A. (East Coast)
Source: Arica Port Company
(3) Shipping, or Forwarding, Agents
The shipping agents and stevedoring companies operating in the Port of Arica includeAGENTAL, MARVAL, SAAM, IAN TAYLOR, AGUNSA, NAVIPORT, SAOMARCO, andULTRAMAR.
(4) Dockage Agents
The dockage agents operating in the Port of Arica are AMBOL, SERCABOL, TRANSITMAR,and ORBERBAR.
1.4 Parties Concerned with Port Management
(1) Arica Port Company (Empresa Portuaria Arica)
The Port of Arica is managed and operated by the Arica Port Company (Empresa PortuariaArica), one of the state-owned port companies established in 1998 based upon Law No.19,542 of December 1997. These companies were formerly held by Empresa Portuaria deChile (EMPORCHI) but divided into 10 independent entities in order to accelerate necessaryinvestments in port terminals through awarding concessions to the private sector and toenhance the competitiveness of each port through decentralized management.
The Arica Port Company, like other 9 port companies, is a statutory entity under the publiclaw and has its own assets, unlimited duration and under government control through theMinistry of Transport and Telecommunications (MTT). The company is responsible for themanagement, exploitation, development, and preservation of the port and its terminals, as wellas for the assets held. The company is thus allowed to perform any activities and projectsrelated to the port operations, including construction, renovation, repairs, and preservationworks.
The company is required to involve third parties in port operations through: 1) the granting ofconcessions; 2) lease contracts; or 3) the creation of joint ventures. The maximum durationfor cases 1 and 2 is 30 years. Terminal operations and the construction of new terminals,however, will have to be done only through the tendering of concessions. The private sectorcan be in charge of loading, unloading, and transfer of cargo between ships and storagefacilities.
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The company is managed by the Board of Directors of three members appointed by thePresident of the Republic in accordance with Law No. 19,542. The Board appoints theGeneral Manager, who has all the power and obligations of the management in additions tothose set forth by the said law and those granted by the Board. The organizational chart ispresented in Figure 1.6.
Figure 1.6 Organization of the Arica Port Company
Source: Arica Port Company
(2) Ministry of Transport and Telecommunications
The Ministry of Transport and Telecommunications (MTT) is in charge of the supervision ofall aspects related to the management and operation of the Arica Port Company and thecontrol of its assets. For example, the port company was incorporated in April 1998 througha decree issued by the MTT. The port areas can only be modified at the request of the portcompany through a decree issued by the MTT. The MTT provides advise for theformulation of the Master Plan (with a term of 20 years) and the Suggested InvestmentSchedule (5 years) of each port company. The Master Plan and Suggested InvestmentSchedule are not compulsory but serve as guidelines for local and foreign investors in thegranting of concessions and the development of new private investment ventures in each port.The MTT also approves the technical rule issued by each port company for the use of itsterminals.
(3) Ministry of Finance
The Arica Port Company must report its financial performance to the Ministry of Finance andpay IVA and taxes on the profit. The company must also submit a part of the profit, as adividend, to the Ministry of Finance and is thus not allowed to re-invest the profit for theimprovement of the port facilities. The budget of the port company is approved jointly bythe Ministry of Finance, Economy, and Transport and Telecommunication through an
General Manager
Internal Audit Secretariat
Commercial Manager
Developmentand Business
Procurement Accountingand Finance
InternalSecurity Office
Development CustomerService Center
AssistantCommercial Manager
AssistantDevelopment Manager
TechnicalSupervisor
Risk PreventionAdvisor
Security
Development Manager
Data ProcessingCenter
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executive decree. The Ministry of Finance is responsible for paying to the port company thecost of storing Bolivian transit cargo for the duration of 365 days for import cargo and 65days for export cargo, based on the Treaty of Peace, Friendship, and Commerce signedbetween Chile and Bolivia in 1904, as described in the next chapter. Such a payment, madefrom the state treasury, amounted to 2,550 million pesos (approximately US$5 million) in1999.
(4) Ministry of External Relations
The Ministry of External Relations is in charge of negotiations for international treaties andagreements, particularly with Bolivia and Peru, which condition the operation of the Port ofArica. The Peace Treaty of 1904 between Chile and Bolivia and subsequent tradeagreements have established favorable commercial conditions for Bolivian cargo importedand exported through the Port of Arica. According to the Certificate of Execution of the1929 Treaty between Chile and Peru, the Port of Arica handed over the operation of Berth No.7 to the National Company of Ports (ENAPU) of Peru in November 1999. These treatieshave significantly affected the granting of a concession in the port, as described in thefollowing chapters.
(5) Business Management System (Sistema Administrador de Empresas, or SAE)2
The Business Management System (SAE) is an entity created to administrate enterprises,societies, and assets for which CORFO possesses actions, rights or other title of property.For the fulfillment of its function, SAE executes all the rights as a partner, shareholder, orproperty owner of the enterprises under its jurisdiction through the boards of directors. Theboards of directors have large influence on the administration and are fully responsible forcarrying out, in each enterprise, the general objectives and policies of SAE.
SAE’s main objective is to enhance the efficiency and competitiveness of public enterprises.For this purpose, it has an internal organization in which officers in charge of each enterprisefunction as a counterpart of the enterprise in analyzing the accomplishment of its final goal,implementation of projects, and execution of established budgets. Of special importance isto establish procedures to prevent any act that implies corruption at all levels. SAE, as aholding company of the state, provides assistance to obtain a better result of each one of itsintegral entities so as to contribute to improving the quality of life of all the Chilean people.
Public enterprises owned by SAE include METRO S.A. (with SAE’s share of 77.0%),TRANSMARCHILAY S.A. (96.1%), ZOFRI S.A. (51.0%), POLLA S.A. (99.0%), COTRISAS.A. (93.7%), and sanitary-related enterprises such as ESSAT S.A. and ESSAN S.A. (both99.0%).
In the capacity as mentioned above, as well as by the MTT’s request to CORFO, SAE hasbeen supervising the tender offer process of the Port of Arica. Since none of the parties whohad purchased the Terms of Reference presented a bid to obtain the terminal concession inFebruary 2000, SAE, together with MTT and the Arica Port Company, has been reviewingfactors for the lack of the private sector’s interest in the bidding. SAE has also requested an
2 This section is based on information obtained at: http://www3.corfo.cl/sae/presenta/presents.html.
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analysis of conditions necessary to realize future bidding and attract private capital.
(6) Bolivian Port Service Administration (ASPB)3
The Bolivian Port Service Administration (ASPB) was created in December 1996 as anofficial customs agent that provides necessary services for transit cargo from and to Bolivia,taking over the work of its predecessor, Autonomous Administration of Customs Warehousesof Bolivia (AADAA), established in 1965. ASPB started its services in June 1997 and hasestablished offices in Arica, Antofagasta, Matarani, Illo, and Rosario (Argentina), Altamira(Urguay), and Quijano (Paraguay) since then. It is planning to set up new offices inMejillones, Iquique, and Tocopilla in January 2001. ASPB’s services include:
• Reception, verification, storage, safekeeping, control, and certification of all types ofgoods in transit for import of export
• Stacking and unstacking of containers
• Arrangement of the dispatch of import or export cargo by the request of clients
• Taking care of and storing transit cargo at warehouses
• Loading and unloading of cargo
• Free storage of cargo for 365 days for import cargo and 65 days for export cargo (only atthe Ports of Arica and Antofagasta)
At the Port of Arica, ASPB contracts for loading and unloading services with SAAM (forgeneral and bulk cargo) and CONTORSA (for containers). ASPB’s function is basically thesame as the Arica Port Company’s and, therefore, it seems to be redundant. Its main task,however, is to issue a document called “Unique Port Document to Bolivia (DPUB)” for transitcargo to Bolivia after inspection by one Bolivian and one Chilean officers. DPUB is anofficial document of the Integrated Transit System (SIT), which was established, based on the1904 Treaty, between the Chilean and Bolivian governments in 1975 specifically to ensurecargo transit through the Port of Arica to Bolivia. Charges for these services depend on thecargo (weight, kind, duration of storage, etc.) but are as high as US$120/container.
1.5 Financial Situation
The financial statements of the Annual Report of the Port of Arica indicate that the operatingresults amounted to 2,464 million pesos (about US$4.9 million) in 1999, corresponding to a53% increase from the previous year (for the eight-month period from May to December1998).4 The net profit after taxes was 1,222 million pesos (about US$2.4 million) in 1999,increasing by 6% as compared with the previous year (for the eight month period mentionedabove). The port company has short-term and long-term liabilities with the Barcklays Bankand the Chilean State.
3 This section is based on the brochure of the Bolivian Port Service Administration (ASPB); Pedro Perez Mendez,Transito Comercial Irrestricto por Puertos del Pacifico Arica y Antofagasta Otorgado a Bolivia, Arica:Impresores Digitales Ltda, 1999; and a personal interview with Mr. Juan Carlos Valdivia, Manager, ASPB AricaOffice on December 5, 2000.4 Empresa Portuaria Arica, Annual Report, Puerto Arica 1999 Annual Report and Balance Sheet, 2000, pp. 33-60.
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1.6 Issues for Future Development
Although the Port of Arica is unarguably one of the most important gateways to the Pacific inthe macro-region (Northern Chile, Southern Peru, Bolivia, Southwestern Brazil, andNorthwestern Argentina), it must tackle the following issues in order to maintain its leadingposition therein. The improvement of facilities and services is an urgent task for the port tomeet the demand for cargo handling which has been growing and is expected to grow furtherin the future.
1) Superannuated infrastructure: The port was constructed between 1960 and 1966 and,therefore, wharves and breakwaters are superannuated. In particular, wharves are notstrong enough to install heavy equipment for cargo handling and stack more than twocontainers thereon.
2) Insufficient space for container yards and warehouses for bulk and general cargo: Theport does not have enough space inside the port and is therefore creating a storage areathat will have a deposit for bulk minerals and a container terminal outside the port.
3) Insufficient water depth: Even the berths with the deepest draft of the port (9.75 m atBerth No. 4 and Berth No. 6) cannot provide services for large vessels such as a panamaxwith the weight of 50,000 tons or more, which require a draft deeper than 12 m.
4) Contamination problems: The deposit facilities of minerals are not adequately developedto prevent contamination problems. Trucks loaded with such cargo may also pollute thecity’s environment as the access roads go through residential and commercial areas.
5) Inadequate equipment for cargo handling: The port has no modern-type cranes andequipment to handle cargo, especially containers, at the port. It does not have a countryelevator for grain cargo, either. More storage facilities for bulk cargo are alsonecessary.
6) Low efficiency in port operations: Although there was a gradual increase in the transferspeed (the volume of cargo transferred by vessels per hour of actual work) in recent years,the average speed was 150 tons/hour for 1999. It is much lower than that of theprivately operated terminal of the Port of Iquique (192 tons/hour for the period of July-October 2000).5
2. International Treaties that Affect Port Operation and Concession
2.1 The 1904 Treaty with Bolivia
Based on the Treaty of Peace, Friendship and Commerce signed in 1904 and other subsequentagreements, Chile has provided Bolivia with the facilities of transport and communicationsthat were nonexistent until then. Among those treaties and agreements, the 1904 Treaty isdefinitely the most important since it seems to be grounds on which the Bolivian governmentnegotiates with the Chilean government concerning the use of the Port of Arica, as well as of
5 Port Companies of Arica and Iquique.
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the Port of Antofagasta. Even when the issue under discussion is not explicitly stated in theTreaty, according to Chilean experts, a final decision is made through the interpretation of theTreaty by both sides. The 1904 Treaty reads:
Article 6 – The Republic of Chile recognizes, in favor of Bolivia and in perpetuity, the full and free rightto commercial transit through its territory and ports on the Pacific coast. Both governments agreed, inspecial acts, on the convenient regulation to secure, without damage to their respective fiscal interests, theabove-expressed purpose.6
Article 7 – The Republic of Bolivia will have the right to constitute customs agencies at the ports that therepublic designates for its trade. Such ports qualified to do its trade are the Ports of Antofagasta andArica. The agencies take care of transit cargo, direct it from the wharf to the railway station and loadand transport it to the customs of Bolivia in wagons closed and sealed with a customs clearance thatindicates the size, weight and mark, number, and content, which will be exchanged with a return customsclearance.
As a means to achieve this objective, Chile linked the Altiplanic capital with the PacificOcean by constructing the Arica-La Paz Railway from its own treasury.7 Furthermore, Chileassisted to connect interior railroads; granted port facilities at the Ports of Arica andAntofagasta for the free transit of Bolivian cargo; permitted the installation and operation ofcustoms offices in Chilean ports, which is still valid today; and provided storage facilitiesinside the ports without charging for transit cargo. Chile has granted all the facilities for theinstallation of an oil pipeline between Sicasica and Arica. The initial clauses related to thisagreement were changed to enable Bolivia to export and import products by this route, bywhich the concession of the maritime front of the said oil pipeline was renewed for another 20years from 1999.
There also exists the Integrated System of Transit (SIT), which started in 1975. By means ofmeetings at least twice a year, Chilean and Bolivian authorities concerned with ports, customs,and relevant transport have established one common system for Bolivian cargo transit and itscorresponding documentation procedures. An integral part of SIT is the Center ofInformation and Coordination (CIC), consisting of the representatives of EMPORCHI(presently the Port Companies of Arica and Antofagasta), the Arica-La Paz Railway, Chile’sNational Customs Services, AADAA (presently ASPB), and the Bolivian sector of port users.
The Ports of Arica and Antofagasta have assigned a space of 30,000 m2 within the respectiveport areas, where Bolivian import cargo, in transit to the country, can be stored free of chargeup to one year.8 If there is no space available in the port areas, the Chilean government paysfor a maximum of 60 additional days in other areas. Similarly, export cargo in transit tooverseas, particularly bulk minerals of zinc and lead (around 300,000 tons per annum), canenjoy free storage for 60 days and count on an additional space of 4 ha for their storage.
6 Tratado de Paz, Amistad y Comercio entre Chile y Bolivia, suscrito en Santiago de Chile el 20 de octubre de1904, ratificaciones canjeadas en La Paz, el 10 de marzo, de 1905, promulgado el 21 de marzo de 1905,publicado en el “Diario Oficial” No. 8169, de 27 de marzo de 1950. Translated by the JICA Study Team. AnEnglish translation of the entire Treaty, which consists of 12 articles, will be provided in the Final Report of thisstudy.7 This paragraph and the following three paragraphs are based largely on the information provided by theMinistry of External Relation on its website (http://www.minrel.cl/pages/politicos/asur/bolivia.html).8 At the Port of Arica, the storage space available for Bolivian import cargo is 32,000 m2 of open areas and 5,400m2 of covered areas.
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Also, both ports have assigned warehouses of 10,000 m2 and protected zones for storingdangerous cargoes.There are also special tariffs for Bolivian cargo in FIO (“free in and out,” i.e., cargo withloading and unloading charges paid by shippers) conditions, i.e., 20% lower than the marketprice. All these facilities are superior to the recommendations of the Convention on theCommerce of Land-locked Countries of the UNCTAD.
2.2 The 1929 Treaty with Peru9
In accordance with the Certificate of Execution of the 1929 Treaty, an agreement for thehanding-over of Berth No. 7 to the Peruvian government was singed on November 13, 1999.Peru was to manage the terminal, though still under Chilean sovereignty, through the NationalPort Company (ENAPU) of Peru for an indefinite time. By this agreement, Chile and Peruconcluded the negotiations for the Certificate of Execution, finalizing the unsettled articles ofthe Treaty of 1929 and its Complimentary Protocol.10 These articles had establishedobligations that Chile would construct, at its own cost, and put into the service of Peru onewharf terminal in the Bay of Arica, one office for customs services, and one terminal stationfor the railway to Tacna. In these establishments and zones, Peru’s transit commerce can useindependent facilities.
The 1929 Treaty and its Complementary Protocol established a concept of absolute freetransit of persons, cargo, and arms to and from the Peruvian territory through the Chileanterritory. Chile and Peru also discussed tools accompanying the Certificate of Execution,which clearly illustrate the localization of those facilities and the area connecting the railwaystation with the wharf. Along this line, Peru executes free transit and carries out customsservices for its cargo as disposed by the treaty.
The National Railway Company (ENAFER) of Peru and ENAPU administer theestablishments and zones designated to respective companies, i.e., the former for railwayactivities and the latter for wharf management. ENAFER, the successor of the concessiongranted in the 19th century, had already been operating the Arica-Tacna Railway for manydecades in the manner that apart from the Certificate, it would more actively connect thewharf with the railway system and corresponding installations.
The Certificate of Execution contains a regulation that details procedures that apply to theENAPU and ENAFER and those corresponding to the Peruvian Customs, the control of entryand exit of transit cargoes in the establishments and zones, and their functions from therailway to the wharf terminal. The Chilean and Peruvian Customs will cooperate in the caseof illicit acts, which is especially important for the prevention and control of drag trafficking.
The wharf terminal, administrated by ENAPU, forms a part of the port complex of Arica.Therefore, the Certificate of Execution singed between the Arica Port Company and ENAPU
9 This section is based on the Certificate of Execution signed on November 13, 2000, as well as on theinformation provided by the Ministry of External Relation on its website(http://www.minrel.cl/pages/politicos/asur/peru.html).10 At its culmination, Chile and Peru inaugurated the Cristo de la Concordia in a plaza agreed upon by the twocountries on the Morro de Arica in November 2000. The Cristo, a large bronze statue, extends his arms in themanner that one is oriented towards Chile and another towards Peru.
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also includes agreements concerning port charges and solutions to operative controversiestowards the objective of generating one competitive, equitable, and sound transport mark toenable Peruvian cargoes transferred by the wharf to have diverse origins and destinations.The wharf can be utilized in the case of port congestion, though import cargo not destined toPeru cannot be stored therein. The transit cargoes can be transported by the railway or roads,based on: 1) the regime of free transit defined in the 1929 Treaty and its ComplementaryProtocol for the railway; and 2) the Agreement on International Terrestrial Transport ofCountries of the Southern Cone, adopted in 1990, for roads.
3. First Bidding for Concession (Failed)
3.1 Bidding Process
With the advice of the Dresdner Kleinwort Benson South Andes Ltda., the Arica PortCompany developed a bidding process during 1999 with the purposes of obtaining privateinvestment in the port and improving the port operations through the granting of a concession.This process involved the following four stages.11
1) Promotion of the process by means of an information memorandum and selling thebidding terms (the Terms of Reference, or TOR)
2) Visits of the General Manager to each consortium that had purchased the bidding terms
3) Technical and visual information on the port company was provided to interestedcompanies
4) Port visits and subsequent discussions and analysis of managerial and contractual issues
The port company started selling the TOR in September 1999 and set January 27, 2000 andFebruary 14, 2000 as the dates for the reception and opening of the bidding proposals,respectively. Although six consortiums purchased the TOR, none of them bid for theconcession.12 The Port of Arica became the first case of failure in the tendering of a portconcession in Chile. Other cases, i.e., the Ports of Valparaiso, San Antonio, and San Vicentein the first stage of the concession process in the Chilean port sector and the Port of Iquique inthe second stage, have all been done successfully.
3.2 Bidding Terms
(1) Facilities Subject to Concession
• Berths No. 1 – No.3 (Explanada Sur) and their backup areas representing 108,209 m2.These backup areas include: 1) covered warehouses of 9,972m2; and 2) offices (e.g., acontainer terminal office, ASPB’s office, etc.) of a total 697 m2.13
11 Empresa Portuaria Arica, op cit., p. 19 and p. 59.12 To the knowledge of the JICA Study Team, the consortiums that purchased the TOR included stevedoringcompanies, shipping agents, and food processing companies of Chile and Bolivia.13 The transfer of this sector accounted for 28% of total cargo transferred, 60% of general cargo transferred, 22%of containers transferred, and 15% of the total bulk cargo transferred by the port in 1998, respectively. BerthNo. 1 is not used for cargo transfer but for small ships such as tugboats. Bulk cargo is transferred only by BerthNo. 3 within this sector.
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• Muelle Comercial Sector of 260 m in length including Berth No. 4 and a part of Berth No.5 (90 m) and an area of 23,660 m2, of which 19,130 m2 is paved. Buildings andconstructions include two warehouses of a total 4,500 m2 and one office of a total 30 m2.14
• The backup area in the eastern sector. In the initial plan presented to potential bidders,the whole area of 97,941 m2 was to be concessioned, but the area used for Bolivianmineral uncovered storage (presumably 28,596 m2) was later excluded from the area forbidding. This change significantly reduced the attractiveness of the concession topotential bidders. The eastern sector to be concessioned includes: 1) uncovered storageareas for general cargo (mostly fertilizers) of a total 9,560 m2; and 2) buildings andconstructions of a total 862 m2. Except for the fishing terminal (rented to fishingcompanies and ship repair yards), there is no infrastructure or construction in this sector.
• Infrastructure investment in a bulk terminal in the eastern sector. This construction is torespond efficiently to the increasing demand of bulk cargoes. The new terminal shouldoffer the best quality service and transfer speed for all kinds of bulk cargo, complying atthe same time with all environmental requirements.
Berth No. 6 (including a part of Berth No. 5) would continue to be operated by the Arica PortCompany in order to enable users to choose freely operators at the port (i.e., to put the portunder a “multi-operators” condition). Until late 1999, Berth No. 7 was to continue under theadministration of the port company but later handed over to the National Port Company(ENAPU) of Peru, as mentioned in the previous chapter.
(2) Concession Period
The period of the concession offered was 20 years, which could be extended by a maximumof 10 years through negotiation with the Arica Port Company for the injection of additionalcapital in the port.
(3) Rent
The concessionaire would have to pay a rent to the Arica Port Company for the use of theexisting infrastructure. The rent would be established as a function of tons transferred. Therates to be charged by the concessionaire would be limited by the port company through atariff index calculated by the following formula:
I = TMC + a * TMN + TTC;
where TMC (tarifa muellaje a la carga) and TMN (tarifas muellaje a la nave) are prices inUS$ for using the port charged by the weight of cargo transferred (US$/ton) and by the lengthof the vessel and the time of mooring (US$/meter/hour), respectively, and TTC (tarifatransferencia a la carga) is a price for cargo handling charged by weight (US$/ton). Thisindex would be adjusted annually by using the United States Producer Price Index forFinished Goods not Seasonally Adjusted (USPPI).
14 This sector (including the remaining 80 m of Berth No. 5 not to be concessioned) handled 33% of the totalcargo transferred, 22% of general cargo transferred, 37% of containers transferred, and 28% of total bulk cargotransferred by the port in 1998, respectively.
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The costs for storage services for Bolivian transit cargo in the concession area would be paidby the Chilean government to the concessionaire.
(4) Requirements
The concessionaire would be required to make certain investments in port infrastructure andequipment, which would cost at least US$20 million, according to the Arica Port Company.Such investments would include the improvement of Berths No. 3 or No. 4 so that they couldmoor panamax vessels and the introduction of modern-type cranes. In addition, there wouldbe certain minimum requirements that the concessionaire must comply with, in terms of theefficiency of services, expressed by transfer speed and waiting time.
3.3 Reasons for No Bidder
There is a subtle difference among the parties concerned in analysis about why the biddingprocess for the concession of the Port of Arica ended in failure. Several possible, andassumedly more important, factors are discussed in this section, though the first two factorsseem to have most directly and seriously affected the decision-making of potential bidders.
(1) Handing-over of Berth No. 7 to Peru
The handing-over of Berth No. 7 to ENAPU substantially reduced the attractiveness of theconcession to the potential bidders, by bringing about uncertainty about future competition (in20-30 years) among the terminals of the Port of Arica. Even though the agreement attachedto the Certificate of Execution signed in November 1999 prohibits the berth from storingimport cargo destined to other than Peru and gives the minimum charge for vessel mooringand cargo handling, the potential bidders were not sure about the intention and policy of thePeruvian government for the berth.
SAE does not consider Berth No. 7 as the principal impediment to successful bidding butagreed that the handing-over had affected the bidding process. A potential bidder, (astevedore) claimed that the Peruvian government could make investment to attract more cargo,Peruvian or not, referring to the case in which the public sector had decided to finance theinvestment in a public terminal of the Port of San Antonio after granting concessions at otherterminals of the port. The potential investor contended that such a sudden change in thegovernment policy would make it extremely difficult for a private company to take a biddingdecision for a concession of 20 years or longer.
The Dresdner Kleinwort Benson Bank holds a view similar to the above potential bidder.Furthermore, according to the financial adviser, Berth No. 7, whose services had not beennegligible for the preceding 30 years, was handed over to the Peruvian government “withoutprior notice” to them, only a few months before completing the bidding process. Thus,Berth No. 7 became a significant risk factor for the bidders.
To the question why the Chilean government suddenly handed it over to the Peruviangovernment in the middle of the bidding process, the financial adviser, as well as the AricaPort Company, responded that they did not know the reason but had to follow the governmentpolicy.
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(2) Exclusion of a Bolivian cargo storage area in the eastern sector from the concession
Another factor that adversely affected the bidders’ decision was the exclusion of an uncoveredstorage area for Bolivian mineral cargo in the eastern sector from the concession. Thepayment of storage costs for Bolivian cargo from the state treasury is an importance source ofincome to the port company, accounting for almost 60% of its total income.15 Although thepercentage share of the excluded space in terms of such a payment is not known, theexclusion definitely meant a reduction in the income of the prospective concessionaire.According to SAE, the space was excluded because the storage payment would be subsidiesto a private enterprise.
(3) High investment
A potential bidder pointed out that the concession, which required an investment ofapproximately US$60 million in infrastructure and equipment, would not be profitable sincethey could not expect a significant increase in the cargo to be transferred by the port at least inthe next five years. Moreover, their projected income had reduced due to the exclusion ofthe Bolivian mineral storage area from the concession. According to the bidder, it is also a“risky” situation that Bolivian and Peruvian transit cargoes occupy 60% and “10%”16 of thetotal cargo transferred by the Port of Arica, respectively, as Chile does not necessarily haveclear diplomatic policies with these two countries.
(4) Requirement for multi-operators
According to the Arica Port Company, Berth No. 6 was excluded from the port facilitiessubject to the concession in order to comply with the 1904 Peace Treaty, which guaranteesBolivian cargo the “full and free right to transit” through Chilean ports. However, thecondition of multi-operators is not required by the 1904 Treaty but was set forth by Law No.19,542 to prevent a monopolistic situation in which shippers cannot freely choose an operatorat the port.However, an explanation given by the Iquique Port Company indicates that the multi-operators condition of Law No. 19,542 does not apply to each port but to public ports in thesame region as a whole. Therefore, a concession of the whole Port of Arica can be grantedto a single operator now that the Port of Iquique is multi-operated, keeping the Molo Terminalpublic while the concession of the Espigon Terminal was granted to the private sector. TheArica Port Company later admitted that this explanation was true, but they argued thatBolivians would still interpret the 1904 Treaty as a guarantee for their free selection ofoperators at the Port of Arica. In any case, the port company must discuss such an issue withthe Bolivian government.
A concession including Berth No. 6 appears to be more attractive to bidders because the berthhas the deepest draft and transfers the largest volume of cargo, accounting for nearly 40% ofthe total cargo transferred by the port in 1998. According to a potential bidder, however,they will not welcome the inclusion of Berth No. 6 into the concession area because Bolivian
15 Empresa Portuaria Arica, Annual Report, op. cit., pp. 35-37.16 Peru’s share is actually less than a few percent of the total cargo transferred at the Port of Arica, but thisnumber is as said by the interviewee.
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shippers may go away to other ports, especially Matarani or Ilo, if they cannot chooseoperators, i.e., cannot continue to enjoy the favorable conditions, in the Port of Arica. Moreimportant to them would be to include the storage space for Bolivian mineral cargo in theeastern sector.
(5) Improvement in Chile’s relation with Bolivia
According to the Arica Port Company, there is a fear that the Chilean government may putone of its ports into Bolivia’s operation since the political relationships between the twocountries have dramatically improved in recent years. If this idea is materialized in a Pacificport other than Arica, the Bolivian government will require Bolivian shippers and consigneesto use that port and the concession of the Port of Arica will become further unattractive. It isnot clear if such a possibility really exists, but this comment implies that the Port of Aricawould no longer be viable if it lost Bolivian transit cargo.
3.4 Responses of the Authorities Concerned
As of December 2000, the responses of, as well as possible measures to be taken for the nextbidding by, the Arica Port Company, the Dresdner Kleinwort Benson Bank as the financialadviser for the bidding, and SAE are as follows.
(1) The Arica Port Company
The basic policy of the management of the Arica Port Company is to follow the governmentpolicy and the decision to be made by the Board of Directors. To the question whether theywere considering changing the terms of the next bidding, they responded that the Board ofDirectors was working to improve the situation but the problems that had originated from the1904 Treaty and other agreements with Bolivia should have been solved by the government.But one thing clear to them is that they need private investment in order to cope with theincreasing competition among the ports in the macro-region, especially with Matarani and Ilo.
To enhance the attractiveness of the concession, however, the port company is planning toinvest US$15 million in infrastructure and facilities, e.g., the reinforcement of the wharf andthe breakwater for higher resistibility to earthquakes and the relocation of warehouses andexpansion of cargo handling areas. Finances for these projects have not been specified, butpossibilities include: 1) to obtain a budget from the government; and 2) to re-invest the profitfrom the existing operations provided that the Ministry of Finance agrees to such a proposal.
It should be noted that the management of the port company does not consider bidding as theonly solution to improve the efficiency, and thus competitiveness, of the port, though theycannot make a final decision. They even think that a concession may not be possible withinfive years.
(2) Dresdner Kleinwort Benson Bank (the financial adviser to the Port Company for thebidding)
As of early December 2000, the financial adviser has not decided what to do for the nextbidding. Their advice depends on the decision to be made by the Arica Port Company.
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They explain that they are merely functioning as a financial adviser and, therefore, cannotinterfere in the international political matter. They suggested that the JICA Study Teamdiscuss the issue with SAE. According to SAE, the financial adviser is scheduled to presentthe first report about the failed bidding to SAE (and probably to the port company) on January15, 2001.
(3) SAE
SAE has been studying the factors for the bidding failure and is supposed to complete thestudy by March or April 2001. They expect the concession to be granted in 2002. They donot consider the handing-over of Berth No. 7 to the Peruvian government so serious becausethe berth can only transfer Peruvian transit cargo based on the Certificate of Execution.17
However, they agree that the exclusion of the Bolivian cargo storage area in the eastern sectorfrom the concession significantly reduced the attractiveness of the concession. Therefore,they are examining some measures to improve the condition so that the concessionaire canearn enough income from the concession.
4. Strategy to Improve the Port of Arica
Based on the recognition that the enhancement of the international competitiveness of the Portof Arica is one of the most necessary conditions for strengthening Arica’s gateway functions,the JICA Study Team argues as follows.
1) It is an urgent task to improve the facilities and services of the port, whether by granting aconcession to the private sector or by other means. The later the port company takesaction, the more difficult it will become to maintain its competitiveness in the port sectorof the macro-region. It may become too late if the port company waited for all thepolitical problems to be solved between the Chilean and Bolivian governments.
2) If the Chilean government sticks to the granting of a concession, it will be necessary tointroduce a new concept, namely, to guarantee the concessionaire some kind ofgovernment support against force majeure, e.g., a drastic change in the Peruvian policyfor Berth No. 7.
3) In light of the unique international politics surrounding Arica, it would be more advisablethat the Chilean government should abandon its policy to improve the Port of Aricathrough granting a concession and introduce a new mechanism instead to attain higherefficiency in the operation of the port company.
Case 1: Continue the concession process
If the Arica Port Company continues the concession process, one or more of the followingmeasures will be necessary, but public investment for the improvement of the wharf seems tobe indispensable whichever measure may be taken.
17 The Regulation of the Certificate of Execution indicates that cargo transferred at the Port of Arica must havebe destined to or come from the Peruvian territory, but the definition of “Peruvian cargo” may be controversial.
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(1) Conditional concession as a solution to the uncertainty problem of Berth No. 7
1) Give a put option to the concessionaire: The concessionaire can hold the right to decidewhether it will continue the concession when the competition becomes substantiallyunfavorable to the concessionaire due to a fundamental change in the Peruvian and/orChilean policies for Berth No. 7. In the case of discontinuation, the government shallmake a payment equivalent to the residual value of the investment to the concessionaire;or
2) Include a term for cash deficiency support in the concession contract: The governmentshall make a deficiency payment to the concessionaire in case the concessionaire loses apart of their expected incomes due to a fundamental change in the Peruvian and/orChilean policies for Berth No. 7.18 This scheme needs to set the minimum handlingvolume based on a projection of the future demand for handling cargo; or
3) Postpone the rent payment by a certain period: The Arica Port Company shall allow theconcessionaire to postpone the rent payment by a period agreed upon between the twoparties, in the case as stated in 2).
(2) Inclusion of the operation of the storage area in the eastern sector
It is necessary to re-consider including the operation of the Bolivian cargo storage area in theeastern sector into the concession because potential bidders for the first bidding contend thatits exclusion significantly reduced the attractiveness of the concession.
(3) Public investment as a solution to the high investment burden on the concessionaire
The government will share the investment in infrastructure and equipment required for theconcession. If the investment is large enough, the government may not need to give the putoption and cash deficiency support as mentioned above.
(4) Priority given to the concessionaire in tendering other concessions of the port
The Arica Port Company shall give priority in granting the concessions of other projects thatthe company will implement in the future, for example, the multi-service project in “PuntaGallinazo” and the waterfront eco-tourism development project.19
Case 2: Abandon the concession process
If the Arica Port Company abandons the concession process, one or more of the followingmeasures will be necessary.
(1) The Ministry of Finance shall allow the Arica Port Company to re-invest a part or all ofthe profit (around US$2.4 million per annum in 1999) for the improvement ofinfrastructure and equipment in the port. The port company paid a dividend of around
18 The scheme of cash deficiency payment may not be preferable to the Ministry of Finance since the Chileangovernment is obliged to report any contingency liability to the International Monetary Fund (IMF) in theirbalance sheet.19 Fundacion Chile, “Puerto de Arica: Area de Ecoturismo,” December 2000. (A proposal)
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US$2.3 million to the MOF in 1999.
(2) The Ministry of Finance shall finance necessary investments in the port from the statetreasury. As a condition for such investment, the port company shall comply withcertain minimum requirements, in terms of services, expressed by transfer speed andwaiting time.
(3) The Ministry of Finance shall allow the port company to obtain a loan from internationallending agencies (multilateral or bilateral) under the MOF’s guarantee. One possibilityis to utilize the soft-loan (2~3% per annum) provided by the Japan Bank for InternationalCooperation (JBIC) in order to reduce the burden of interest payment on the portcompany. The port company shall be responsible for paying the capital and interest.
(4) The port company shall improve its management and port operation through: 1) hiringmanagers from the private sector; and/or 2) becoming a semi-private enterprise by sellingits shares.
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References
Acta de Ejecucion (Certificate of Execution), signed between Peru and Chile in Lima on November 13,2000 (including Regulamento del Acta de Ejecucion; Acuerdo enter La Empresa Portuaria Arica yLa Empresa Nacional de Puertos S.A.; and Acuerdo Interinstitucional sobre Solucion deControversias, signed on the same date).
ASPB: Administracion de Servicios Portuarias Bolivia (Bolivian Port Service Administration).(Organization brochure)
Dresdner Kleinwort Benson South Andes Ltda., “Preliminary Information Memorandum: Concessionto Operate a Terminal at Port of Arica,” June 1999.
Empresa Portuaria Arica (Arica Port Company), Puerto Arica 1999 Annual Report and Balance Sheet,2000.
, Empresa Portuaria Arica “Carlos Ibáñez Campo,” “La Via de Acceso Directa a la Cuencadel Pacifico.” (Company brochure)
, Datos Estadisticos Acumulado Enero/Diciembre, various issues.
Fundacion Chile, “Puerto de Arica: Area de Ecoturismo,” December 2000. (A proposal)
Ministry of External Relation, The, http://www.minrel.cl/pages/politicos/asur/bolivia.html.
, http://www.minrel.cl/pages/politicos/asur/peru.html.
Ministry of Transport and Telecommunications, The, Ley Num. 19,542, Moderniza el Sector PortuariaEstatal (Low No. 19,542 Modernizing the State Port Sector), December 19, 1997.
Peréz Méndez, Pedro, Transito Comercial Irrestricto por Puertos del Pacifico: Arica y AntofagastaOtorgado a Bolivia (Unrestricted Commercial Transit through Pacific Ports: Arica and AntofagastaGranted to Bolivia), Arica: Impresores Digitales Ltda, 1999.
Ramírez V., Oscar, “Arica, Ciudad Puerto,” Rgeionales, Inverno de 1996, Año 3, No. 1, pp. 83-95.
Sistema Administrador de Empresa,, “Presentacion,” http://www3.corfo.cl/sae/presenta/presents.html.
Tratado de Paz, Amistad y Comercio entre Chile y Bolivia (Treaty of Peace, Friendship andCommerce between Chile and Bolivia), signed in Santiago de Chile on October 20, 1904, ratifiedin La Paz, on Mach 10, 1905, proclaimed on March, 21, 1905, published in the “Diario Oficial” No.8169, on 27, March, 1950.
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Supplement: Economic and Political Risks of the Concessions in the Port of Arica
In the bidding process of the concession in the Port of Arica, the biggest concern of thebidders will be risk analysis. The risk for the bidders consists of economic risk and politicalrisk. Economic risk arises when economic environment changes in a way that adverselyaffects the concession. For example, the flow of cargo decreases unexpectedly due to adecline in trade or the development of a new competitive port. Even if the flow of cargoincreases as is expected, economic risk enlarges with a change in the labor cost of portoperations, the interest rate, or the exchange rate of the currency. These factors will haveunfavorable effects on the profitability of the project. Taking these risks and available riskhedging measures into consideration, the bidders will quote their price for the bidding. Thebidders can also make a contract for a currency forward or option to hedge the currency risk.However, it is impossible for bidders to hedge all of the economic risks. They must absorbsome of the unhedged risks and will transfer other risks to customers by charging a highertariff compared to the tariff in non-risk cases.
Political risk is quite different from economic risk. The most common political risk is one tobe yielded by a change in government policy. Despite the existence of a clause that theconcessionaire is allowed to charge a tariff within a certain range under the originalconcession contract, for example, the clause is amended so that the concessionaire can notchange the tariff as they expect. In other words, it is a risk that the government changes the“business rule” after the contract is made. A similar change can occur for the rent. Theconcessionaire is charged some amount of rent as one of the conditions of the bidding.However, government suddenly may change the rent. These changes affect the profitabilityof the concession project. Bidders usually include negative pledge clauses on these risks intheir concession contracts. This kind of risk hedge measure is rather common.
In the concession in the Port of Arica, specific political risk is involved, in addition tocommon political risk. However, it seems to us that any measure to cope with the specialpolitical risk mentioned below is not taken into consideration. It is the main source of thefailure in the first bidding. The bidding would not have failed if the prospective contract hadincluded a negative clause regarding the special risk and if some of the bidding conditions hadbeen improved. Therefore, the bidding can fail again if the government does not take anymeasure to avert the special political risk, even if it improves the bidding conditions tominimize the economic risk.
The special political risks of the concession in the Port of Arica are related to the treaties withPeru and Bolivia. The operation of Berth No. 7 was handed over to the Peruviangovernment in November 1999, when the bidding process was taking place. The handing-over was an unfavorable, and unexpected, event to the potential bidders. It occurred sosudden that they could not analyze the political risk. If it had been confirmed that therewould be no more such unfavorable case, however, they would have bid on the concession byquoting their prices based on this new reality.
There are still two more risks in this regard. First, there remains a political risk due to apossible change in the Chilean and/or Peruvian government policy, even though theCertificate of Execution has a clause that that Peru cannot store any cargo not destined to ororiginated from Peru. In other words, can the Chilean government make a commitment to
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the bidders not to change the condition for the 20-year concession period? Generallyspeaking, the answer is no. Therefore, it is not sufficient to the bidders that there exists sucha clause. Neither the port company nor the government can guarantee that anythingunfavorable to the concessionaire will not happen in the future, precisely as Mr. Mario Moya,Development and Administration Manager of the Arica Port Company, pointed out during theFourth North Zone Working Group Meeting held in January 15, 2001. We can expect thegovernment policy to change in the future. The change may be necessary and invaluable tothe country, but it may violate the concessionaire’s right.
Then what should be done? The solution is to include the following clause in the concessioncontract. “If circumstances require a change in the government policy related to Peru and/orBolivia and if the change violates the concessionaire’s right and have a negative effect on theconcession’s profitability, then the government will take some measures to offset the negativeeffect.” To give a “put option” to the concessionaire is one example of such measures. Theput option has an advantage that the measure is flexible since the concessionaire may notexert the option right even in the event of such a change as far as the concessionaire considersit still profitable to continue the concession contract.
The second risk is related to the 1904 Treaty with Bolivia. In the meeting, Mr. Moyaexplained that the Chilean government could not guarantee the stable flow of Bolivian transitcargo in the coming 20 years, but bidders would not expect such a guarantee for any portconcession. The exclusion of the storage operation for Bolivian cargo in the eastern sectorof the port from the concession has no relation to the political risk. This is really a matter ofeconomic risk. The potential bidders for the concession in the Port of Arica did not bidbecause the economic profitability is substantially aggravated by the exclusion of the storageoperation. If the bidding conditions are improved by including the storage, therefore, therewill be no longer a problem as far as economic risk is concerned.
But is there no political risk in the storage operation? Yes, there is! One possibility is thatthe Chilean and Bolivian governments agree that Chile will not charge any cargo handlingcosts in addition to the storage costs. If it occurs, the effect will be significant. However,even such a change will bring about no problem to the concessionaire if the Chileangovernment pays the handling costs to the concessionaire on behalf of Bolivian exporters andimporters. If it is not the case, the concessionaire will have to burden the cost due to thechange in the “business rule.”
To sum up, there have existed some political risks in every port concession in Chile, but thepolitical risks are related only to the government policy for internal (domestic) affairs. In theconcession of the Port of Arica, however, the political risks related to the treaties with Peruand Bolivia have complicated the bidding conditions. Therefore, special treatment will benecessary to solve the problem. The simplest measure to avert the political risk for thebidders is to include the following clause in the concession contract. “In case thegovernment has to change the policy regarding the port operations that will have aunfavorable effect on the concessionaire in the future, the government must obtain theconcessionaire’s consent in advance.”
Nevertheless, it is indeed difficult for the government to have a commitment to theconcessionaire regarding its international policy.
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APPENDIX B: The Singapore System as a Gateway
Recently, Singapore occupies the number one position in the world as a gateway citytogether with Hong Kong.
As a hub port in Southeast Asia coupled with the growth of Asia, the handling capacityof international containers is over 15,000,000 TEU/year. The main feature ofSingapore is that 80% of its container handling capacity is the transshipment cargoesbetween liner ships and feeders from neighboring countries; Thailand, Indonesia, India,Pakistan, and 15% for Malaysia via ground transportation and the remaining 5% iscargo for Singapore.
In principal, Singapore makes big investments for port facilities for transshipments.Because of this, the Port of Singapore has 22 liner berths and 12 feeder berths, andmoreover, there is a construction plan for a new terminal.
On the other hand, to cope with users' needs, Singapore is making an effort to improvethe efficiency of its facilities and is oriented to active information.
For this reason, people understand that Singapore is the transit point for “people, goodsand information”. Making every effort to promote the port and airport is the statepolicy.
(1) Reorganization for More Active Business Development in September 1997
.
1 Port Control Administration
2 Terminal Operations
1
2
3
(Investment)
Maintenance and Control for Container Terminals andExport for Operation Know-How
Development of Information Systems for Foreign Countries
Income for Facility Charge and Charge for using InformatioSystem
15%
PSA (The Port of SingaporeAuthority)
PSA
PSA Corporation(Privatization)
SNS (Singapore NetworkService)
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(2) Establishment for “One-Stop-Service”
In Singapore, TDB (Trade Development Bureau) is the main administration incooperation with 16 governmental organizations. Singapore has established anelectronic customs clearance system, TRADE NET. By using this system, 95% ofapplications for permission and approval can be managed within three minutes ascompared with two days and twenty kinds of documents for trading in the past. Bymeans of the establishment of this one-stop-system, users can make applicationsthrough their own office terminal units.
In addition to the above, a new system, TRADE NET PLUS, plans to operate all tradingbusiness between the private sector and the government sector in 2001.
<Outline of TRADE NET>• Purpose: Improvement of productivity by means of simplification of
international trading applications.• Concept: Singapore form, single submission, single interface and
single process.• Effect: Number of participants (enterprises); 2,600 registered users;
23,000 transactions; 500,000 matters/day• Next Generation’s Internet option, Year 2000, UN/EDIFACT, processing time
Trade Net 1-3 minutes.• Feature: Having 16 government organizations, it can make “one-stop-
service” for trading applications.• Management Body: SNS (Singapore Network Services); share: 55% (TDB), 15%
(Singapore Telecom.), 15% (PSA) and 15% (CAS; CivilAirport Authority)
• Register Fee: S$ 30• Hardware: Main frame is IBM. User’s connections are direct, dialup
and the Internet.• Security: Issue a “public digital certificate”. There are many options,
such as digital sign, etc.
(3) Management of Development Operations
The management of TRADE NET is carried out by SNS, which has developed allprocess, such as front-end software for access to the host computer of TRADE NET.
The permissions and approvals of 16 government organizations are made within thisprocess. The front-end software is developed and supplied by PSA and other threevendors in addition to SNS.
When a related government organization wants to add other information items, it canmake an application to TDB for the charge. The review and examination are made bythe representative committee and the development expenses are shared by eachgovernment organization if it is necessary to require to modify the specifications of thesoftware.
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(4) PORT NET provided by PSA
In 1984, PSA independently developed the “data box” as a information system and oneway information services were started from PSA to shipping companies for informationon berth arrival, container yard, etc. by connecting the computers between theircomputer and the computers of two shipping companies.
First, the procedures on “shipper to shipping company to PSA” regarding the exportcargo are made through the computer. As a result of this procedure, printed documentsare omitted.
As both systems are connected, it is possible to make a trade declaration through PORTNET. The present number of registered and connected enterprises to PORT NET ismore than 1,500 as a result of expansion of handling cargoes such as import cargoes andtransit cargoes.
(5) Efficiency Made by System Development
<PORT NET>
- EDT/EAT
- Bay Plan
(Loading Plan forContainer Carrier)
(Forward)
<MARINET>
Efficient operation at port executingprompt handling of containers
<Ship Management System>
For maximizing the handling capacity, the utilizationpolicy and unit price for port facilities are established
ArrivalTrucks for Loading/Unloading of Containers
(Ratio Communication)
(Ratio Communicationto Trucks)
(Moving Trucks to Gate)
<Auto Recognition by ETC>
MPA: Marine Port AuthorityShipping Co.
<Preparation of Yard Plan>
To plan and manage inadvance for
corresponding groundtransportations and
location of containersat ground.
PSA
Automatic Control Systemfor Container Terminals
PSADesignatedParking Area
Confirmation onStatus of ContainerTerminals from the
System
Moving to the AppointedPlace in the Terminal
GATE
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(6) Mechanism of TRADE NET and PORT NET
TRADE NET and PORT NET share the roles of trade (customs, permission forexport/import, etc.) and port (ships, terminals, inter-port distributions, etc.) and areconnected by the network. From users, it can transmit necessary information to anysystem.
(7) Various VAN and the Internet for the Utilization of SNS’s Network
A network among the trading related enterprises was established and it can connect theVAN network as well as the Internet.
I. Trade/Distribution/FinanceVAN
1) Global Trade and Finance - Global Link- EDIMAN- Trade Insurance- Trade Finance, etc.
2) Regulatory Interface - ACCESS- Trade Resister- Store Link, etc.
3) Logistics Management - Air Express- Spectrum- Warehouse Operation- EDITRAIN, etc.
4) Others - EDICOM- MODINET, etc.
II. InternetUN/EDIFACT
(Importer/Exporter) (Trucking Co.)
(Confirmation)
Shippers Shipping Co.
TRADE NET (SNS)TDB and Customs
PORT NET (PSA)
Network with 16 GovernmentOrganizations
Trucking Company
Delivery for Global Informations of PrivateEnterprises
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APPENDIX C: Gateway Function in Region VIII
1. Current Conditions
As emphasized in Volume 1 of this Report, the South Zone or, more specificallyspeaking, Region VIII also has been recognized as possessing many characteristicsallowing it to act as a major Gateway in Chile. The Bío Bío Region is privileged dueto existing natural conditions that has allowed for the development of a strong anddiverse Port Complex. Many works are in progress to improve existing infrastructure,principal routes and enhance coordination among the Ports so to contribute to anincrease in the flow of cargo. Such advances are discussed further below.
1.1 Current Port Conditions
1.1.1 Port Complex
This Port complex in the VIII-th Region offers a total of 9 ports and 21 berths.Among these, the major ports are four multipurpose terminals including Lirquén,Talcahuano, San Vicente and Coronel. These commercial ports offer a variety ofpublic services while concentrating on the transfer of forestry products (such ascellulose, paper, lumber, pulp, chips, round logs), fishmeal, salt and fertilizers. Inaddition, there are other port installations that operate occasionally as public service,multipurpose ports, such as Molo 500 (lent public services until August 1999) and theMuelle CAP that also lends services to complement its other activities. Finally, thereare three specialized ports: Penco, Jureles and Puchoco whose primary functions aresolid bulk.
(1) Port Cargo
The demand for port services is constituted primarily by cellulose, sawed lumber,round logs, fishmeal and solid bulk, with destination to Asian, Pacific and Europeanmarkets. The infrastructure of the port complex constitutes a natural exit forespecially forestry products coming from Regions VII, VIII and IX.
The major wood processing and pulp industries are concentrated at the followinglocations:
- Major wood processing industries: Arauco, Minco, Los Angeles- Major paper production: La Loja, Nacimiento,- Furniture industries: Temuco, Cillan, Cabrero, etc.
For example, coming from the Maule Region one finds the transfer of much celluloseas well as chips and lumber. In addition, the ports serve cargo from the central andsouth zones of Chile due principally to economies of scale or lack of vessels.
In 1999, the total cargo handled in the port complex in Region VIII wasapproximately 10 million tons, of which 74 % was handled at the three main ports,San Vicente, Lirquen and Coronel.
During the year 2000, there was an increase of 618,627 million tons in the regionaldemand for port services, accounting for a 6.5% increase from the previous year. Inthe forestry sector, the increase was 7.1% resulting primarily from the increase in the
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export of wood chips and sawed lumber, counteracting for the decrease in the exportof cellulose and a significant decrease (74.8%) in the export of round logs. Excludingchips, forestry movement increased by 118,616 million tons (2.4%) and themovement of non-forestry cargo increased by 166,339 tons (5.4%). Partly accountingfor the increase in the movement of cargo is the shipping of containers, correspondinggreatly to forestry products.
(2) Advantages and Disadvantages of Principal Ports a. San Vicente
On January 1, 2000 the principal state port, San Vicente, passed to private operationinvolving a concession of 15 years. The new concessionaire has links with animportant ship owner who controls a significant portion of the line service market inthe eighth region therefore possessing a clear market advantage. It also holds anadvantageous position due to its advanced handling system for container cargo. Inaddition, its wharf is constructed parallel to the ocean edge, making loading andunloading much more easy. It is at a disadvantage due to its location. It is further westthan other ports and traffic must pass through urban streets causing additional delays.
b. Lirquén
Lirquén Port is privately owned by Puerto Lirquén S.A. It holds an advantageousposition because of its location. It is easily accessible to north/south traffic comingfrom Highway 5 by means of the Itata Route. It is seen as having a disadvantage whencompared to San Vicente Port in container handling and capacity. For example, ratherthan having a wharf that is parallel to the coastline, such as is the case in San VicentePort, the wharf is perpendicular to the coast and very long. This forces trucks to travelan additional distance to unload container cargo. It should be noted, however, thatLirquén Port is currently concentrating investment in increasing such containerhandling and capacity.
c. Coronel
The company, Puerto de Coronel S.A., privately bought the Port of Coronel on March23, 1989. It holds an advantageous position over other ports because of its location. Itis further south than other regional ports and therefore much cargo from the AraucoRegion concentrates here. In addition, it is directly linked to the main woodprocessing industries, thus attracting intermediate wood products such as cellulose. Ithas also made new investments in a third birth to increase capacity for break bulkcargo, making it the principal port in this area. It is at a disadvantage because much ofits handling equipment is quite old and it has not yet invested in a crane.
The following table summarizes the present conditions of the above principal ports inthe eighth region.
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Table C.1 Present Conditions of Principal Ports
Principal Ports in Region VIIISan Vicente Lirquén Coronel
Port Operation Multipurpose by SanVicente TerminalInternacional S.A.
Multipurpose by Puerto deLirquén S.A.
Multipurpose by Puerto deCoronel S.A.
Concession/Private Emporchi granted aconcession to the state porton January 1, 2000
Private Private
Total tonnage in1999 (metric tons 3)
2,551,608 3,011,918 1,759,587
Total tonnage in2000 (metric tons 3)
2,750,000 2,614,047 1,706,399
Change in efficiency1999 - 2000
7.2% - 13.2% - 2.9 %
Present capacity(million tons/yr)
4.00 (est.) 5.00 (est.) 2.50
Main cargo Wood products (lumber20%, pulp 15%, chips 14%)
Wood (16.955 tons), pulp(18.522 pcm), round logs(12.25 m3), fertilizers (9.297tons)
Pulp, cellulose, sawedlumber, break bulk, generalcargo
Max. water depth(feet)
40’00” 50’80’’ 40’00’’
Road access - Connection to Talcahuanolater to Concepción via theConcepción –TalcahuanoFreeway and the Routes ofCabrero and Itata leadingto Highway 5.- Trucks must pass throughthe cities of Concepciónand Talcahuano causingmuch congestion.
- Road (82%)- Access from theConcepción – LirquénHighway, four-lanes exceptsection between Penco andLirquén.- Traffic must pass throughthe city of Penco; by-passnecessary.
- Connects to Concepciónwhere one may arrive atHighway 5 via the Itata andCabrero Routes. Traffic fromthe north follows theConcepción –TalcahuanoFreeway.- South access needsimprovement; trucks mustpass through city streets.
Rail access - FEPASA, LineConcepción - Chillán- Two lines of entrance(only one functions).- The branch line to SVTI isnot electric.- All tracks within the portare connected.- Total capacity exceeds75,000 TEUs or 2 milliontons daily.- The railway must passthrough the center ofTalcahuano.
- FEPASA, LineConcepción - Chillán- Three lines in northentrance and five lines insouth entrance. The branchline is electric from Lirquénto Concepción. All trackswithin the port areconnected.
- FEPASA- Connects to Concepción
Main issues Lack of coordination andsupport from fiscal entities(i.e. customs) that interactwith the Port.
Must achieve more efficientoperation of Liebherrcranes.
Investment in crane required.
Sources: San Vincente Terminal Internacional, 2001; Puerto de Lirquén, Memoria y Balance Anual, 2000
1.1.2 Major Issues
Until the year 1999, principal risk factors pertaining to the Port Complex haveresulted from state intervention in tariffs and the over-offer of infrastructure in someareas. Together with this abundance of infrastructure is the lack of cargo flow. It hasbeen recognized that there is greater potential to encourage such cargo fromneighboring Chilean regions rather than Argentina. In such a way, there is a need toincrease the variety of products that may be transferred through the Port Complex.Currently, the majority of the products are from the forestry sector.
Assuming current port standards, a variety of cargo and similar vessels to those usedin earlier years, the current capacity of the port complex for the eighth region isdemonstrated below.
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Table C.2 Average Capacity of Concepción Port Complex (million tons)
General cargo Import bulk Chips Total
Port Complex Capacity 14.0 2.0 4.0 20.0Source: Puerto Lirquén, Memoria y Balance Anual, 2000.
Currently, the percentage use of the port infrastructure is approximately 40%, whilethe levels of optimal cargo transfer fluctuates between 60% and 70% of total capacity.Though capacity appears adequate, there is a deficit of infrastructure to accommodatethe increase in container movement. Only San Vicente and on a lesser scale,Talcahuano, have adequate means for such transference.
In addition, there have been demand changes in the international market for specificforestry products, which has affected the concentration of sales. For example, in theyear 2000, the export of round logs practically disappeared, whose principaldestination was South Korea. This has negatively affected port movement, droppingby more than 283 thousand m3 on a regional level in comparison to the year 1999.For these reasons, competition during the year 2000 was more intense. Moreindividual port problems are highlighted below.
Table C.3 Main Problems by Port
Principal Port Main Problems
a. Lirquén - Need to achieve more efficient operation of Liebherr cranes and continue with plans to increasecontainer capacity.
b.Talcahuano - Restricted in terms of water depth and has a mooring site solely for commercial services. Spacefor expansion is quite limited.
c. SanVicente
- Lack of coordination and support from fiscal entities that interact with the Port. Lack of efficientinterurban transportation systems. Only one line of railway system functions (two in total).
d. Coronel - Investment in a crane is needed. The southern access route must be improved.Sources: San Vicente Terminal Internacional, 2001; Puerto de Lirquén, 2001; Puerto de Coronel
1.2 Current Conditions of Main Corridors to Ports1.2.1 Access Routes for the Port Complex
Currently, transport cargo may arrive from neighboring regions to the port Complexby the following major routes.
Table C.4 Access Routes for Port Complex
Main Origin to Port Complex Alternative Routes Current Conditions1) Highway 5 to Route Itata to Highway 150 to Port Complex Heavy traffic in Concepción2) Highway 5 to Cabrero Route to Port Complex Cabrero Route is poor, heavy
traffic in Concepción
Northern Chilean Regions -Port Complex
3) Highway 5 to Bulnes Route to Cabrero Route to PortComplex
Trucks are not allowed on BulnesRoute.
1) Highway 5 to Route 182 at Collipulli to Route 180 to Ruta dela Madera to Port Complex
Ruta de la Madera is too narrowfor heavy trucks.
2) Route 86 to Route 180 and to Ruta de la Madera to PortComplex
Ruta de la Madera is too narrowfor heavy trucks.
Southern Chilean Regions –Port Complex
3) Route 86 to Provincial Route 60 at Los Sauces and Route160 at Tres Pinos to Port Complex
Route 160 southward fromCoronel is still poor.
1) Route 89 to Highway 5 to Cabrero Route to Port Complex Expensive tolls on Highway 5
2) Route 89 to Highway 5 to Route 182 at Collipulli to Route180 to Ruta de la Madera to Port Complex
Ruta de la Madera is too narrowfor heavy trucks.
Pino Hachado Passage –Port Complex
3) Route 89 to Highway 5 to Route 180 at Los Angeles to Rutade la Madera to Port Complex
Ruta de la Madera is too narrowfor heavy trucks.
Source: Dirección Regional de Vialidad, Concepción, 2001.
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Figure C. 1 Location of Main Ports and Port Access
These access routes are elaborated in more detail below.
(1) Concepción – Talcahuano Highway
The Concepción – Talcahuano Highway is recognized for having a constant flow ofhigh levels of traffic, together with numerous pedestrians who frequently cross thehighway. This route is therefore prone to accidents due to the constant flow of truckstransporting cargo, private vehicles and pedestrians. Congestion is very high.
(2) Camino de la Madera
The South Access to Concepción, also known as Camino de la Madera, begins in SanPedro, Puente Viejo of Concepción and finishes in Coihue of the Bío Bío Province.The route has been concessioned for 25 years beginning in 1997. This route allows forthe transportation of forestry products to arrive more quickly and safely to the PortComplex. In addition, there is a more direct access to the Port Complex for diverseforestry products coming from this zone of Chile.
The Camino de la Madera has been noted for the problems that arise during poorweather conditions, speed restrictions and high toll costs. In addition, most of theroute is currently single carriageway, which requires widening the width toaccommodate large vehicles. The concessionaire must initiate such changes, an issuethat is pending due to high costs involved.
(3) Bulnes and Cabrero Routes
As recognized by the Ministry of Public Works, the western access to Concepción,allowing for the flow of cargo coming from the Bulnes and Cabrero Routes, requires
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attention. Specifically, the stretch between Agua de la Gloria and Concepción shouldbe widened 1. The Cabrero Route is especially important as it forms part of a possibleBi-oceanic Corridor connecting Pino Hachado to the port complex (Pino Hachado –Victoria – Ruta 5 – Collipulli – Los Angeles – Cabrero – Ports). This route has beendetermined as a high priority Bi-oceanic Corridor alternative by the governments ofRegions VII, VIII and XI.
(4) Itata RouteThe Itata Route connects Highway 5 with Highway 150, later to arrive at the city ofConcepción. The Route has been recently developed to be a dual carriageway underthe concession scheme.
(5) Route 160Route 160 is the main road connecting the southwest part of Biobio Region and thePort Complex. The section between Concepcion and Coronel has been well developedwith a dual carriageway, while the section from Coronel to the south is still remainingas a two-lane road. Since Arauco has a big pulp industry, the widening of the sectionwill be required.
(6) Railway
a. Transport of Cargo
Export and import cargo is limited to the forestry sector, bulk cargo (principally sugarbeets) and empty containers. Transport of cargo by railway is minimal and comesprimarily from Regions VII and IX. In the case of the Talcahuano – San Vicente andLirquén Ports, it accounts for approximately 20% of total cargo.
b. Functioning of Railway to Port Complex
The Port Complex in the eighth region has connections to South America via theChilean railway (FEPASA). The Concepción - Chillán line connects the PortComplex with the rest of Chile. The San Vicente Port has two lines of access,however; only one of these is functioning. Within the Port, all tracks are connected.An existing problem is that the railway must pass through downtown Talcahuano,causing obstacles on city streets due to passing trains. The Port of Lirquén is equippedwith three lines in the north entrance and five lines in the south entrance. All trackswithin the Port are connected. The branch line connecting Lirquén with Concepción iselectric.
(7) Trans-Andes Route
As emphasized in the Volume 1, there has been much discussion in recent yearsregarding the concept of the Bi-oceanic Corridor and its influence on trade relationsbetween Mercosur countries. This concept has promising potential in the southernzone where continual talks exist between Chile and Argentina to reach clear, futureagreements. However, concentrating on the further development of the port complexand its access-ways so to make the port services more attractive should be givenpriority.
1 Ministerio de Obras Publicas, Tercer Informe de Avance del Estudio “Plan Director deInfraestructura 2000 – 2010”.
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1.2.2 Bottlenecks of Port Access
The following outlines the bottlenecks of the port accesses on the principal routesconnecting to the individual ports. They are in general characterized by the facts thatthe port cargo trucks have to pass through some urbanized areas, which might causetraffic congestion and annoyance for the residents.
Table C.5 Current Principal Corridors to/form Ports
Port Principal Corridors BottlenecksLirquén Road (82%) and railway (18%). Access
from the Concepción – Lirquén Highway,four-lanes except section between Pencoand Lirquén.
Currently traffic must pass throughthe city of Penco, which is unsafe forpedestrians. Construction of a by-pass necessary.
Talcahuano Road (80%) and railway (20%). Directaccess to Concepción via the Concepción–Talcahuano Freeway and the Routes ofCabrero and Itata leading to Highway 5.
Trucks must pass through the citiesof Concepción and Talcahuanocausing much congestion.
SanVicente
Direct connection to Talcahuano fromwhere one has access to Concepción via theConcepción –Talcahuano Freeway and theRoutes of Cabrero and Itata leading toHighway 5.
Trucks must pass through the citiesof Concepción and Talcahuanocausing much congestion.
Coronel Connects to Concepción by railway androad where one may arrive at Highway 5via the Itata and Cabrero Routes. Trafficfrom the north follows the Concepción–Talcahuano Freeway.
Improvement of southern accessroute needed by constructing a bypass. Today, trucks must passthrough city streets.
Penco Access to the railroad system that links theport network connecting the Ports ofLirquén to Coronel and Concepción.Highway 150 links it to Concepción and theItata Route links it to Highway 5.
Need to connect the Itata Route withthe existing Concepción – PencoHighway (Route 150). In this way,cargo coming from the Itata Routewill not have to pass through the city.
Jureles Railways and roads connect to the Ports ofCoronel and Concepción. Following theRoutes of Cabrero or Chillán, one mayaccess Highway 5.
Cabrero Route is of poor quality.
Puchoco Railways and roads connect to the Ports ofCoronel and Concepción. Following theRoutes of Cabrero or Chillán, one mayaccess Highway 5.
Cabrero Route is of poor quality.
Sources: San Vincente Terminal Internacional, 2001; Puerto de Lirquén, 2001; Ministerio de ObrasPúblicos, 2001; Consultors for JICA Team.
2. DEVELOPMENT STRATEGY FOR GATEWAY FUNCTION2.1 Port Development
2.1.1 Future Relationship among Ports
(1) Port Competition and Alliance
As mentioned earlier, competition during the years 1999 and 2000 was greater thanprevious years due to three principal causes.
1. State intervention in tariffs beginning prior to 1999.2. The over-offer of infrastructure in the regional Port Complex.3. The granting of a concession to San Vicente Port on January 1, 2000.
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The year 2000 was exceptionally competitive. This produced a drop in the volumesand tariffs of port services and the following decline in operational margins.
Due to the fact that national and international standards of port services are becomingincreasingly competitive, there is a general understanding to work in a coordinatedmanner to develop an Integrated Port System, allowing for increased levels ofcooperation and efficiency 2. In other words, Regions VII, VIII and IX agree to workin constructing an “image” of the southern zone as a Port City so in future years, itmay be recognized on a national and international level as such. Therefore, it is alsoimportant to establish a complementary relationship among the ports in such areas ofinformation exchange, training system, effective use of port facilities etc. Anotherdevelopment strategy to be noted is to identify the roles of the public sector and theprivate sector and coordinate each other. Based on the privatization policy, all the portfacilities at the major ports are to be developed by the private sector under theframework of concession scheme. Accordingly those facilities, which do not link tothe port profitability, like breakwaters, navigation system etc. would not be developedby the concessionaires.
(2) Port Specialization
As mentioned above, it is agreed that Regions VII, VIII and IX will work together todevelop an “image” of the southern zone as a Port City. In addition, there will besome degree of specialization among ports as demonstrated below. Lirquén and SanVicente will focus especially on increasing their capacity for container cargo..Coronel Port will specialize in break bulk cargo.
a. Market Share
The transfer of total tonnage declined from the period of January – May 2000 toJanuary – May 2001. San Vicente and Coronel Ports increased their participation inthe market while the remaining ports had decreased market representation. SanVicente Port increased cargo transfer from 1,092,799 to 1,179,914 while the Port ofLirquén decreased its cargo transfer from 947,283 to 812,332.
January - May 2000 Total 3,791,929
SVTI29%
LQN25%
THNO7%
M5002%
COR17%
PUC/JUR17%
PENCO3%
January - May 2001Total 3,463,414
SVTI35%
LQN23%THNO
7%
M5000%
COR21%
PUC/JUR12%
PENCO2%
Figure C.2 Change in Market Share in Tonnage, 2000 - 2001Source: San Vicente Port, Periodic Reports and Decisions, Commercial Update, 2001.
b. Container CargoBoth San Vicente and Lirquén Ports have plans to increase specialization in containercargo to account for the increase in demand. Plans to work in a coordinated mannerare currently not foreseen due to the fact that both are viewed as a strong competitor. 2 Estrategia Regional de Desarrollo, 2000 – 2006.
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San VicenteSan Vicente port already has an efficient system for handling container cargo owingto the concession. San Vicente currently holds 56.4% of the market share forcontainers, followed by the Port of Lirquén at 26.5%. It is estimated that for thefollowing year, San Vicente will possess approximately 65% to 70% of this market.
TalcahuanoOn a lesser scale, the Port of Talcahuano has adequate means to serve container cargo.
Lirquén PortEven though the Port of Lirquén decreased its container cargo by 34.7% in the year2000, it increased its transfer of containers from 16,207 in the year 2000 to 17,588 in2001. The Port is currently initiating a project of enlargement for container cargo,including investments of greater than US$40 million, financing that has been saved bythe company in recent years. Modern machineries have been bought for the betterhandling of containers, including reach stackers, port tractors and chassis cornerless.
c. Break bulk cargo for Coronel Port
Regional competition has been affected by the new investments in port infrastructurerealized by the Port of Coronel. This Port has invested in a third berth, which hasimplied a reassignment of break bulk cargo among the ports of the eighth region. In2001, Coronel held the highest transfer of break bulk and bulk cargo in the PortComplex at 680,583. This differs from the previous year when the Port of Lirquénheld the highest percentage.
2.1.2 Port Development Plans
(1) Port Demand and Capacity
In terms of individual port capacity, the future demand for cargo for the year 2012 isexpected to increase just over two times its current cargo handling 3. As demonstratedin Table 2.1.1, future demand will exceed present port capacity in the three principalports of the eighth region.
Table C.6 Current Capacity and Future DemandSan Vicente Lirquén Coronel
Total tonnage in 2000 (tons)
2,750,000 2,614,047 1,706,399
Present capacity(million tons/yr)
4.00 (est.) 5.00 (est.) 2.50
Estimated futuredemand, 2012
6.00 6.00 4.00
Source: JICA Study Team, Progress Report I; San Vincente Terminal Internacional, 2001; Puerto de Lirquén,Memoria y Balance Anual, 2000.
(2) Development Plans
Due to high levels of competition and increasing demand to accommodate containercargo, plans for expansion have proven necessary. The following exemplifies suchprojects.
3 Volume I of JICA Study.
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a. LirquenFirstly, there are plans to finish the widening of Berth II this year in order to expandthe container cargo. This will allow for the simultaneous operation of two Liebherrmobile cranes. With such cranes and due to its optimum levels of water depth, thePort is able to serve Panamax ships for containers. In addition, this year there will beadditional paved patios (44,300 m2) that will be used for the stacking of filledcontainers as well as a storage area for empty containers. Such investments willenable the Port to have the greatest number of berths and greatest patio surface spacein Region VIII.
b. San VicenteThe concessionaire has a plan to expand the container yard by relocating thewarehouse currently located in front of the cargo handling area. In addition, theacquisition of additional handling equipments are planned. Within ten years, anadditional berth will be constructed in correspondence to the growth of containercargo.
c. CoronelCoronel port company has a plan to construct one more wharf with two new berthsand a large scale of warehouse for accommodating the break bulk cargo particularlypulp and cellulose. The introduction of modern handling equipment including cranesat the wharf will be an another issue for improving the port operation.
Table C.7 Plans for Port Expansion
Ports Development PlansLirquén - Enlargement project for container cargo. Investments of greater than US$40
million. Financing will be provided privately.
San Vicente - Increase water depth, surface and length of berth no. 3 by year 2003; investin modern multipurpose cranes and information equipment to improve portmanagement.
- In future, expand by investing in 3 new berths 4. Financing is currentlybeing negotiated with the local and international banks.
Coronel - This Port has recently made private investments in a third berth for breakbulk cargo.
- Also plans for the construction of a second berth with 2 sites, new wharf of3 hectares, warehouses of 10,000 m2.
Sources: San Vincente Terminal Internacional, 2001; Puerto de Lirquén, Memoria y Balance Anual,2000.
2.2 Improvement of Port Access
2.2.1 San Vicente – Talcahuano Port Complex
Two principal projects are under development regarding the improvement of theaccess routes to the Port Complex. Such projects will improve congestion in theConcepción and Talcahuano cities as well as decrease travel time to/from the PortComplex.
(1) Concepción - Talcahuano Highway
A major advance regarding port access is the improvement of the Concepción –Talcahuano Highway. The project is a private initiative beginning on April 28, 2000 4 Modernización Portuaria en Chile, 1994-2000. Santiago, December 1999, p. 69.
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with plans to be completed by October 2001. Currently, there has been a 30% advance.The cost of the project is approximately 2,000,000,000 pesos.
The project includes paving 1,000 meters of the existing two-lane highway, togetherwith the construction of various elevations, allowing for a safe and quicker flow oftraffic coming from Concepción. This flow of traffic accounts for almost the entireflow of heavy traffic that circulates to and from the Talcahuano and San Vicente Ports.In addition, it involves all those vehicles coming from the north with destination tothe Port of Coronel 5.
(2) Ruta InterportuariaWith the goal of improving a major access to the Talcahuano and San Vicente PortComplex, the construction of a new road corridor is under discussion. This will allowthe connection of the north access of Concepción (the Itata Route) with the existingConcepción – Penco Highway (Route 150) to arrive at the Talcahuano Port zone. Theproject will represent an alternative to Route 150 in the Penco – Talcahuano sectionallowing for less congestion in the urban areas of Concepción and Talcahuano. Thiswill enable a direct connection between the various port complexes in theMetropolitan area. The concession consists in constructing approximately 15 km ofsimple paved road, of which 10.9 km corresponds to the route that unites the NorthAccess of Concepción with Route 150 (already initiated). The construction isscheduled to start by the end of 2002.
Complementing the Ruta Interportuaria are three other initiatives.
● Direct connection to the San Vicente and Talcahuano Ports from the north as wellas the south areas.
● Penco By-Pass● Connection of north access of Concepción with Itata Highway
The Ruta Interportuaria will include a direct connection to the San Vicente port fromthe north by constructing an overpass crossing the railway for Talcauhuano. Inaddition, the Penco By-Pass will be constructed, beginning at Route 150. The ByPass will continue parallel to Route 150. It will be possible to access the south fromthe urban zone of Penco and vise versa via the By-Pass. This By-Pass will avoidtraffic having to pass through the city of Concepción. Finally, a link with the ItataHighway is being considered by forming a connection with the north access ofConcepción.
(3) Gran Bretana and Coastal RoadMost part of the Coastal road along the Biobio river has been completed. Accordinglyif the Gran Bretana is additionally improved, the Vicente/Talcahuano port will be ableto be reached from the south without passing through the urban areas of Concepcionand Talcahuano.
(4) Fourth BridgeIn addition to the two major projects mentioned above, MOP is contemplating theconstruction of a fourth bridge over the Bío Bío River allowing port traffic from thesouth to pass directly to the ports. The demand for such a project is still unknown andtherefore it is unclear as to whether the project will actually take form.
5 Dirección Regional de Vialidad, Concepción, July 04, 2001.
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Figure C.3 Development Plans of Port Access Roads
Table C.8 Access to Talcahuano – San Vicente
Name of Access Current Conditions Priority Stage ofImplementation
Background Information
Concepción –Talcahuano Highway
Improvementsnecessary.
High 04/28/00 –10/14/01
Accounts for almost the entireflow of heavy trafficcirculating to/from theTalcahuano and San VicentePorts. In addition, involves allvehicles coming from thenorth with destination toCoronel Port.
Ruta Interportuaria Road does not exist High Plans to beginimplementation
This new road corridor willallow the connection of thenorth access of Concepción(the Itata Route) with theexisting Concepción – PencoHighway (Route 150) toarrive at the Talcahuano Portzone. Cargo coming from theItata Route will not have topass through the city.Included in this alternative isthe construction of the PencoBy-Pass connecting Pencowith Lirquén.
Fourth Bridge Does not exist Low -Mid
Unclear if projectwill take form,demand unknown
A fourth bridge over the BíoBío River would allow porttraffic to pass directly to theports.
Sources: Dirección Regional de Vialidad, Concepción, 2001; Comisión de Planificación de Inversiones enInfraestructura de Transporte, 2001.
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2.2.2 Coronel Port Southern Access Route
The southern access route to the Port of Coronel requires improvement. Today, trucksmust pass through city streets. The idea is to construct a by-pass following the coastand arriving at the port.
Table C.9 Access to Coronel PortName ofAccess
CurrentConditions
Priority Stage ofImplementation
Background Information
SouthernAccessRoute
Port access roaddoes not exist.
High NA Improvement of southern access route neededfollowing the coast and arriving at the Port.Today, trucks must pass through city streets.
Sources: Dirección Regional de Vialidad, Concepción, 2001; Comisión de Planificación de Inversiones enInfraestructura de Transporte, 2001.
2.3 Strategy for Trans-Andes Route
As suggested in the Regional Development Strategy 2000 – 2006 of the eighth region,the international pass connecting Talcahuano with Bahía Blanca has the potential toact as a Bi-oceanic Corridor that would allow for the transfer of products fromSouthern Cone countries to the Asia Pacific and the west coast of the United States 6.Once necessary improvements of the Port Complex are realized, it will be much morelikely that neighboring countries will choose this Gateway as an alternative.
2.3.1 Chile-Argentine Agreement on Route Development
Meetings are scheduled regularly between Chile and Argentina regarding thedevelopment of the Bi-Oceanic Corridor. Argentina, especially, is interested infostering this corridor so to ease exports to southern Chile. It has been agreed thatArgentina will pave approximately 30 km that is lacking on the Argentinean side.Widening the highway into 4 lanes is not seen as necessary today, though perhaps itwould be useful to widen the central valley where costs are less.
2.3.2 Progress of Bi-oceanic Corridor
There currently exists an agreement entitiled, Coordination Agreement of Cooperationand Integration, Maule, Bío Bío and Araucanía Regions or, Coordinación Conveniode Cooperación e Integración Regiones del Maule, Bío Bío y la Araucanía, that inaddition to increasing relations between Regions VII, VIII and IX, proposes to fosterthe development of possible Bi-oceanic Corridors. This Committee has madeadvances in the following ways.
(1) Alternative Roads: South Sector
The following potential Bi-oceanic Corridors are considered of greatest priority.
a. Pino Hachado – Victoria – Collipulli – Ruta 5 – Mininco – Tueral – Renaico –Negrete – Nacimiento – Santa Juana – PortsLength = 382 km
b. Pino Hachado – Victoria – Ruta 5 – Collipulli – Los Angeles – Cabrero - PortsLength = 385 km
6 Estrategia Regional de Desarrollo, 2000 – 2006.
C - 13
c. Pino Hachado – Victoria – Traiguen – Puren – Contulmo – Arauco - Ports
(2) Alternative Roads: North Sector
a. Pehuenche – Ruta 5 – Ruta del Itata – Ports
b. Pehuenche – Arco Oriente (Linares) – Ruta 5 – Ruta del Itata – Ports
The Seremis of MOP have agreed to complete various initiatives. First, to develop areport including the length of the various bi-oceanic corridor alternatives; the totalnumber and costs of road tolls (to clarify existing road tolls on national routesincluding public sections or those that are under concession); advances regarding thepavement of roads, required investment and programmed investment. Second, it isagreed to suggest to the Border Commission (Comisión de Fronteras) that Chile andArgentina study the demand for the transport of cargo via the international passes inthe Bío Bío Region.
It is agreed that the regional Intendentes will advance in the following ways. First, astudy will be done to determine the amount of cargo that passes to and fromArgentina. Second, the route that will be used as the bi-oceanic corridor in the northand/or south sector will be determined. In accordance with these outcomes,investments on part of the state will be determined. Third, a map including thecorridor in the three regions will be constructed. Fourth, a proposal for theconstruction of dry ports will be developed. Finally, it is agreed that the three regionalIntendentes must prioritize investment at the regional level while doing so in acoordinated manner 7.
2.3.3 Concluding Remarks
It is necessary to further foster the development of the Port Complex in the eighthregion. Though it may appear that port capacity is sufficient, when looked at moreclosely, this does not seem so obvious. Improvements are necessary in such areas asincreased infrastructure for container cargo, improved and more direct access routesand enhanced coordination and specialization among ports, which will ultimatelycontribute to a greater degree of efficiency. Such improvements will result in a greaterdemand for port services and a higher flow of cargo.
7 Secretarial Regional Ministerial de Planificación y Coordinación, Región del Bío Bío. Minutes:Coordinación Convenio de Cooperación e Integración Regiones del Maule, Bío Bío y la Araucania,December 06, 2000.
C - 14
APPENDIX D: Members of Steering Committee
CHILEAN SIDE
Mr. Juan Carlos SCAPINI Sarradell Executive Secretary for Small Industry, Ministry of
Economy
Mr. Andrés GONZALEZ Productive Development Division, Ministry of Economy
Mr. Cristián OCAÑA Information Technology, Ministry of Economy
Mr. Ulises RETAMAL Chief, Planning Unit of Ministry of Public Works and
Transportation
Mr. Oscar FIGUEROA Advisor of Ministry of Public Works and Transportation
Mr. Juan CAVADA Chief, Study Division, MIDEPLAN
Mr. Javier DIAZ V. Advisor, Regional Division, MIDEPLAN
Mr. Ignacio CANALES Chief, Division of Strengthening Institutions, SUBDERE
Mr. Carlos ALVAREZ Voullieme Director, Division of Program Strategy, CORFO
Mr. Mario CASTILLO Deputy Director, Production Modernization Program,
CORFO
Mr. Andrés PARKER Director, Investment Promotion Direction, CORFO
Mr. Carlos TONDREAU Production Modernization Program, CORFO
Ms. Karen PONIACHIK Vice President, Foreign Investment Committee
Ms. Daisy KOHAN G. Technical Advisor, Foreign Investment Committee
Ms. Jacqueline WEINSTEIN Sub director, ProChile
Mr. Pablo BALMACEDA Manager, Asia-Pacific, ProChile
Mr. Rodrigo CÁRCAMO SME Unit, ProChile
Mr. Washington SAAVEDRA Morán National Coordinator, ProChile
Mr. Oscar SANTELICES Director, SERNATUR
Ms. Claudia FERRADA Regional Coordinator, SERNATUR
Ms. Cecilia ARIAS De Pol Assistant, Department of Planning, SERNATUR
Ms. Ema LAVAL ODEPA
Mr. Sergio MUJICA Director, SERNAPESCA
Ms. Maía Eugenia MORAGA Chief, Coordination Department, AgCI
Mr. Ivan MERTENS Galle Coordinator, Environment and Technology Transfer Area,
AgCI
D - 1
JAPANESE SIDE
Dr. Akio HOSONO Head, Advisory Committee for the Study
Mr. Kazuchika SATO Advisory Committee for the Study
Mr. Kimihiko INABA Advisory committee for the Study
Ms. Reiko AKEZUMI Staff, First Development Study Division, Social
Development Study Department, JICA
Mr. Shu SAKURAI Staff, First Development Study Division, Social
Development Study Department, JICA
Ms. Masami NAKANISHI Coordinator, JICA
Mr. Kengo YAMADA Coordinator, JICA
Ms. Masami IKUTA Coordinator, JICA
D - 2
APPENDIX E: Members of JICA-EPIE Study Team
Name Assignment
1 Dr. Norimichi TOYOMANE Team Leader/Chilean Economy
2 Mr. Naoya TAKEBE Export and Investment Promotion (1)
3 Dr. Satoko Watanabe EMOTO Export and Investment Promotion (2)
4 Mr. Koji MIZUNO Investment Environment
5 Mr. Norihiro OKUMURA Economy of North Zone
6 Mr. Yoshinari YAMAMOTO Economy of Central Zone
7 Mr. Hiroo OKUDA Economy of Metropolitan Zone
8 Mr. Hiroshi YOSHIMURA Economy of South Zone
9 Ms. Michiko IIZUKA Environment/Economy of Austral Zone
10 Mr. Tomoyuki NUMACHI International Economy
11 Mr. Shinichi OKUBO Labor and Human Resources
12 Mr. Toshisada KATSURADA Infrastructure Development
13 Mr. Tetsuo WAKUI Transportation
14 Mr. Tomoyasu SHIDARA International Distribution and Logistics
15 Mr. Yoshiharu OHASHI Domestic Distribution and Logistics
16 Mr. Toshihiro ENAMI Information Technology (1)
17 Mr. Atsushi TOKURA Information Technology (2)
18 Ms. Mimi NISHIKAWA Japanese Investors Survey
19 Mr. Hideo SAKURABA Interpreter
20 Ms. Luz Maria SERRANO Interpreter
21 Ms. Maria Constanza SOTOMAYOR Interpreter
22 Ms. Sylvia CAMPOS Interpreter
23 Mr. Rodrigo Ernesto ARAYA Interpreter
24 Ms. Yasuna Catalina CAYUN Interpreter
25 Ms. Lisa RIOS Research Assistant
26 Mr. Miguel TORRES Research Assistant
27 Ms. Jacqueline ROMANO Research Assistant
28 Ms. Camila BUZIO Research Assistant
29 Mr. Pieniro CLAROS Research Assistant
30 Ms. Maria Alejandra OVALLE Research Assistant
31 Mr. Marcelo Andres ORTUZAR Research Assistant
32 Mr. Thomas LEVRINI Research Assistant
33 Ms. Mina SAKURAI Team Administration
34 Ms. Junko GOTODA Team Administration
35 Ms. Alejandra OGINO Secretary
36 Ms. Daniela FUENTES Secretary
E - 1
APPENDIX F: Members of Working Groups
Members of North Zone Working Group(In alphabetical order)
Mr. Alejandro Bell, SEREMI of Finance, Tarapaca Region
Mr. Pedro Beovic, President, Confederation of Production and Commerce of Arica
Mr. Pedro N. Cabezas, Regional Director, CORFO Antofagasta Regional Office
Mr. Jorge Correa, Director, Chamber of Commerce of Arica A.G.
Mr. Pablo Daud, General Manager, Chamber of Commerce and Industry of Iquique A.G.
Mr. Patricio De Gregorio, General Manager, ZOFRI S.A.-Arica (Chacalluta Industrial Park)
Mr. Gonzalo Greve, General Manager, Centro de Exportacion (Arica)
Mr. Victor Hernandez, Commercial Manager, SOPRODI (Sociedad de Productores yDistribuidores)
Mr. Roberto Herrera, Provincial Government of Arica
Mr. Victor Leon, SEREMI of Economy, Mining and Energy, Tarapaca Region
Mr. Roberto Martinic, Regional Director, CORFO Tarapaca Regional Office
Mr. Hernan Montero, Business Manager, ZOFRI S.A.
Mr. Mauricio Mulet, Regional Director, CORFO Atacama Regional Office
Mr. Alvaro Palma, Director of Planning and Accounting Professor, University of Tarapaca
Mr. Eusebio Sankan, General Manager, Arica Port Company
F - 1
Members of Central Zone Working Group
First Meeting: November 28, 2000Mr. Andres Cordova Productive Development Officer CORFO V RegionMr. Marcos Leal Investment Promotion Officer CORFO V RegionMr. Gregorio Iniguez General Manager ASIVAMr. Karl Dietert Secretary of Regional Ministry SERPLACMr. Manuel Chinchon Regional Director Direccion Regional de AduanasMr. Jose Andres PradoHermosilla
Director ProChile
Mr. Edmundo Silva Martel Operation Manager Empresa Portuaria San AntonioMs. Johana Mellado Assistant SERNATURMr. Augstin Diaz Executive Director FINANPROYECT LIMITADAMs. Vania Gomez Project Engineer CINDEMr. Yoshinari Yamamoto Economy of Central Zone JICA-EPIEMr. Hiro Okuda Economy of Metropolitan Zone JICA-EPIEMs. Constanza Sotomayor Interpreter JICA-EPIE
Second Meeting: December 26, 2000Mr. Marcos Leal Investment Promotion Officer CORFO Valparaiso Regional
OfficeMr. Manuel Chinchon Regional Director Direccion Regional de AduanasMr. Ivan Villalon ASIVAMs. Monica Olivares ProChile V RegionMs. Marlen Sanchez T. Oficina de Desarrollo
EconomicoMs. Claudia Silva Oficina de Desarrollo
EconomicoMr. Yoshinari Yamamoto Economy of Central Zone JICA-EPIEMr. Tomoyasu Shidara International Distribution and
LogisticsJICA-EPIE
Ms. Constanza Sotomayor Interpreter
Third Meeting: January 17, 2001Mr. Andres Cordova Productive Development Officer CORFO V RegionMr. Marcos Leal Investment Promotion Officer CORFO V RegionMr. Orlando Barreaux General Manager INCOSMr. Manuel Chinchon Regional Director Direccion Regional de AduanasMr. Alejandro Corvalan SEREMI de Economoa V
RegionMr. Gregorio Iniguez General Manager ASIVAMr. Italo Iturrieta Commercial Manager Terminal Pac_fico Sur (TPS)Mr. Edmundo Jimenez Advisor SEREMI V RegionMs. Sylvia Lillo Gerli Product Manager ProChile V RegionMs. Claudio Waghorn Gallardo General Director, General Direction
of CommunicationUniversidad Federico SantaMaria
Mr. Alejandro Zuleta Regional Director SAGMr. Kengo Yamada Coordinator for EPIE JICAMr. Norimichi Toyamane Team Leader JICA-EPIEMr. Naoya Takebe Export & Investment Promotion (1) JICA-EPIEMs. Satoko Emoto Export & Investment Promotion (2) JICA-EPIEMr. Yoshinari Yamamoto Economy of Central Zone JICA-EPIEMs. Constanza Sotomayor Interpreter JICA-EPIEMr. Rodrigo Araya Interpreter JICA-EPIE
F - 2
Members of South Zone Working Group
Jorge Cabrera, INFOR, ValdiviaJeannet Hernandez, CONAF 10th RegionPatricia Jimenez, SurambienteValeska Kahler, Productores OrganicosAndres Kuschel, La Casa de OmaSibel Villalobos, CONAMA 10th RegionEuginio Larrain, Fundacion Chile, 10th RegionRaul Manzano (represented by Nacy Vera), SERNATUR 10th RegionMiriam Seguel, University of AustralJuan Carlos Vergara, SERPLAC
From the second Working GroupSantiago Mejias, SEREMI, EconomiaVenessa Vejeres (respresented by Roxana Monsalve), Prochile, 10th RegionVictor Herrero, HE Tour, ValdiviaTiglat Montecinos, Chocolateria Entrelagos, ValdiviaJulio de Rementeria, SosurClaudio Femenias, Corporacion Ambiental del Sur
F - 3
APPENDIX G : List of People Interviewed
Region INAME POSITION ORGANIZATION/COMPANY CITYAgustín Fernandez Gerente General Maestranza Fernández S.A. Arica
Angélica Flores Hotel Azapainn Arica
Brania Castillo Lemee Gobernadora Provincial deArica
Gobierno Regional de Tarapacá Arica
Carlos Wilson Pinto Hotel Sol de Arica Arica
Cristián Álvarez Ejecutivo PROFO Hotelero Arica
Edgardo G. ÁlvarezDurán
Jefe de Estudios SERPLAC Iquique
Eduardo Santiago Saracho Gerente de ComunicacionesCorporativas
Zona Franca de Iquique.S.A. Iquique
Elena & Oscar Mura Taller 6+8 Arica
Emilio Rodríguez Ponce Vicerrector, Administración yFinanzas
Universidad de Tarapacá Arica
Enzo Scarffia Muñoz Gerente Comercial Metalúrgica Arica Soc. Ltda. Arica
Ernestina Silva Villegas Gerente Creaciones Tina Arica
Eugenio Celedón Asesor Ilustre Municipalidad de Arica Arica
Eusebio Sankan Tapia Gerente General Puerto Arica Arica
Fernando Guzmán Solís Gerente General Industriales de Iquique y Zofri S.A. Iquique
Fernando HormazábalPastén
Administrador ConveniosCompañías Mineras
Asociación de Industriales deIquique y Zofri A.G.
Iquique
Fernando Veloso Aguayo Gerente de Administración yFinanzas
NITTO Iquique
Francisco melus Onate Gerente General Sociedad Minera Macarena Arica
Gastón Soto Gerente Comercial CEPA Arica
Gerardo A. MirandaEspinoza
GME Strucmetal Arica
Germán Gampuy Pineto Controlador de Planta deEmbotellación y Soplado
Embotelladora Tarapacá S.A.“Chusmiza”
Chusmiza
Gloria Delucchi Álvarez Directora Universidad Arturo Prat, Institutode Estudios Internacionales
Iquique
Gonzalo Cid Passarini Subgerente de Desarrollo yEstudio
Zona Franca de Iquique.S.A. Iquique
Gonzalo Grebe Noguera Gerente General Administradora Ferrocarril deArica a La Paz - FCALP
Arica
Gregorio Paz Secretario Regional Ministerial Ministerio de Planificación Iquique
Gustavo Cuevas Director Provincial SERNATUR Arica
Hernán Moreno Jaramillo Gerente de Negocios Zona Franca de Iquique.S.A. Iquique
Héctor Bernales Alvarez Sub Gerente de Explotación Empresa Portuaria Iquique Iquique
Isidro Vásquez Gobernador Gobernación de Parinacota Parinacota
Iván Barbaric Director Regional SERNATUR Iquique
Jaime Araya Gallardo Director Asociación de Industriales deIquique y Zofri A.G.
Iquique
G - 1
NAME POSITION ORGANIZATION/COMPANY CITYJaime Narea Gómez Manufactoring Director General Motors Chile S.A. Arica
Jaime Saldias Rojas Subgerente Control de Gestión Empresa Portuaria Iquique Iquique
Jaime ValdebenitoAlcócer
Director INACAP ARICA (institutoNacional de Capacitación)
Arica
Jorge Aragón Presidente Cámara de Turismo Arica
Jorge Benavides Silva Decano, Facultad de Ingeniería Universidad de Tarapacá Arica
Jorge Bernal Peralta Consejero Regional Gobierno Regional de Tarapacá Arica
Jorge Correa Director Cámara de Comercio de Arica Arica
Jorge Correa Bascuñán Gerente Comercial INCOPIN S.A. Arica
Jorge Derpich Valdés Unidad Técnica Industriales de Iquique y Zofri S.A. Iquique
Jorge R. Richard V. Director Ejecutivo Muebles Stanley S.A. Arica
José Maruna Canavire Promotor Oficina Promoción e Informaciónde los Derechos Indígenas (PIDI)Putre CONADI
Putre
José Miguel Salinas Díaz Jefe Operaciones Empresa Portuaria Iquique Iquique
Juan Carlos Valdivia Ríos Supervisor de Operaciones Administración de ServiciosPortuarios de Bolivia (ASPB)
Arica
Juan Larenas Jefe Zona Primaria Aduanas Servicio Nacional de Aduanas Arica
Juan San Martín Verdejo Gerente Explotación Puerto Arica Arica
Juan Santander Godoy Jefe Departamento de Ventas CORMETAR S.A. Arica
Juan Vera Pérez Agente SAAM S.A. Arica
Julio Grez Leiva Jefe Departamento deSuministros
General Motors Chile S.A. Arica
Koji Fujisaki Gerente General NEPRO Chile Ltda. Iquique
Leopoldo BaliacArriagada
Director Asociación de Industriales deIquique y Zofri A.G.
Iquique
Livio Belair Santi Gerente General Puerta de América S.A. Arica
Luis Devotto Ejecutivo PROFO Agrícola Arica
Luis Tapia Iturrieta Rector Universidad de Tarapacá Arica
Marcos Alballays S. Jefe de Ventas Maderas Enco S.A Arica
Marianela Paredes S. Gerente Agencia de Turismo Mane Tour Iquique
Marianela Paredes S. Gerente Mane Tour Arica
Mario Moya Montenegro Gerente Comercial Puerto Arica Arica
Mario Ortuno Nieto Presidente Agrícola SILMAR Ltda. Arica
Mario VillalónMaldonado
Agente Comercial Ferronor Iquique
Marta A. Piña Lobos Analista de Negocios Puerto Arica Arica
María Eugenia Rojas A. Ejecutiva de Ventas Panamericana Hoteles Arica Arica
Maximiliano Cianciotta T. Presidente Fiberglass System Chile S.A. Arica
Miguel Díaz Fuentealba Gerente Cámara de Comercio, Industria,Servicios y Turismo de Iquique
Iquique
Moises Prado Martinez Presidente Asociación de Industriales de Arica- ASINDA
Arica
Norman Godoy Castañeda Gerente Comercial Puerta de América S.A. Arica
G - 2
NAME POSITION ORGANIZATION/COMPANY CITYOscar Ayavini Amurrio Ministro Consejero Consulado General De Bolivia en
AricaOscar G. Eloy Gomez Director Servicio Municipal de Educación Arica
Oscar Paez G. Product Manager Pro Chile Primera Región Iquique
Osvaldo Díaz Tapia Relaciones Públicas Zona Franca de Iquique.S.A. Arica
Pablo E. JimenezQuiñones
Decano, Facultad de CienciasSociales, Administrativas yEconómicas
Universidad de Tarapacá Arica
Paolo Quintiliani Parra Administrador Hotel El Paso Park HotelesCristóbal Inn
Arica
Patricio Arancibia Gerente Corporación Desarrollo de Arica Arica
Patricio Zapata Intendente Regional Intendencia Regional Iquique
Patricio de Gregorio R. Gerente Arica Zona Franca de Iquique.S.A. Arica
Pedro Arancibia Galaz Gerente Filiales MAIGAS Arica S.A. Arica
Pedro Beovic Presidente Confederación de Producción yComercio de Arica/BeovicTransporte
Arica
Pedro Vizcarra SubGerente General Química e Industrial del BorazLtda.
Arica
Pío López Lanzas Gerente Administrativo Maestranza Fernández S.A. Arica
Ricardo Porcell Secretario Regional Ministerial Seremi Agricultura
Roberto Quintana Gerente General Metalúrgica Arica Soc. Ltda. Arica
Rodolfo Barbosa Barrios Jefe Zonal Area Comercial ARIZTÍA AricaRodolfo Cannobio Cuevas Jefe Provincial Ministerio de Obras Públicas Arica
Rodolfo Pérez Chantier Subgerente Zona Franca de Iquique.S.A. Arica
Ronnie Manzo Barriga Subgerente de Desarrollo yNegocios
Empresa Portuaria Iquique Iquique
Roxana Belaunde G. Directora Regional Prochile Arica
Sergio Méndez Rivera Arquitecto Unidad TécnicaArica
Gobierno Regional de Tarapacá Arica
Sofía Montecinos Encargada de Mantención yAdministración ComplejoFronterizo Chacallut
Ministerio el Interior Arica
Solange Medina Espinoza Relacionadore Pública Empresa Portuaria Iquique Iquique
Tadashi Nishimura SubGerente General NITTO Iquique
Victor León Ossandón Secretario Regional Ministerial Seremi Economía Iquique
Víctor Hernández Coloma Gerente Comercial SOPRODI S.A. Arica
Víctor Illanes Marin Encargado Planificación yFomento
SERNATUR, Oficina Local deTurismo, Arica y Parinacota
Arica
Víctor León Ossandón Secretario Regional Ministerial Seremi Minería Iquique
Yasuhiro Imajo Gerente de Mantención yElectricidad
NITTO Iquique
G - 3
Region IINAME POSITION ORGANIZATION/COMPANY CITYAlejandro Pizarro B. Secretario Regional Ministerial SEREMI Agricultura AntofagastaAlvaro Fernández Slater Administrador del Puerto Empresa Portuaria Antofagasta Antofagasta
Antonio SánchezEspinoza
Secretario Regional Ministerial SEREMI Economía Antofagasta
Antonio SánchezEspinoza
Secretario Regional Ministerial SEREMI Minería Antofagasta
Arturo Huerta Gil Gerente General Huerta y Cía Ltda. Calama
Carlos Guerra Biaggini Gerente Biaggini Inmobiliaria y ComercialS.A.
Antofagasta
Carlos Yanine Subgerente Comercial FCAB AntofagastaClaudio González Tassara Hotel/Restaurant Tulor San Pedro
de Atacama
David Guínez Gerente Guínez Ingeniería Ltda. AntofagastaFernando BarrazaGonzález
Gerencia de Planificación yNegocios
Empresa Portuaria Antofagasta Antofagasta
Fernando Cortez Guerra Secretario Regional Ministerialde Planificación yCoordinación
Gobierno Regional Antofagasta
Francisco J. KorlaetMusic
Gerente Comercial Korlaet Antofagasta
Félix Hauck Folatre Gerente Planificación yNegocios
Empresa Portuaria Antofagasta Antofagasta
Guillermo DíazVillavicencio
Secretario Regional Ministerial Ministerio de Transporte yTeleomunicaciones
Antofagasta
Herman Flores Carrillo Empresa de Transporte El AbraLtda.
Antofagasta
Humberto Burgos Romero Director de Operaciones Complejo Portuario MejillonesS.A. Filial Codelco
Antofagasta
Jaime Guajrdo T. Director Regional Prochile Antofagasta
Juan Pablo León Utrera Jefe de Proyectos Asociación de IndustrialesAntofagasta
Antofagasta
Juan Sota Aguayo Planeta Aventura San Pedrode Atacama
Marcelino CarvajalFerreira
Alcalde Ilustre Municipalidad de Mejillones Antofagasta
Miguel RiquelmeFigueroa
Jefe de Operaciones Agencias Marítimas Broom y Cía. Antofagasta
Patricio Huerta Morales Dirección Asuntos Públicos CODELCO Chile- DivisiónChuquicamata
Percy Paredes R. Gerente de Planta Petricio Industrial PlantaAntofagasta
Antofagasta
Roberto Lam Solís Gerente General Arauco Ltda. AntofagastaSergio Retamal Quiroz Gerente Explotación Empresa Portuaria Antofagasta Antofagasta
G - 4
Region IIINAME POSITION ORGANIZATION/COMPANY CITYAbdón Baraqui Jiménez Supermercados Abarttal Vallenar
Antonino Prado Castro Secretario RegionalMinisterial
SEREMI Minería Copiapó
Bernardo Véliz Campos Gerente Producción PlantaCongelados
Pesquera Playa Blanca S.A. Caldera
Cristóbal Thompson Santo Subgerente de Desarrollo Cultivos Marinos San Cristóbal Caldera
Daniel Llorente Vinales Sub Gerente General Llorente Industrial Vallenar
Edwin Martínez Beltrani Gerente de Producción Cultivos Marinos Flamenco Chañaral
Eugenio Parra Stockebrand Gerente Operaciones Eléctrica Guacolda Huasco
Gubier Marambio H. Gerente General Soquimet Ltda. Copiapó
Jaime Barceló Figueroa Gerente General Metalúrgica Puerto Caldera Caldera
Jaime Perello Industrias Jaime Perello Arior Vallenar
Jorge Enrique SierraltaMuranda
Jefe de Mantención CIA Pesquera CamanchacaS.A.
Caldera
Juan Claudio Rodríguez Acuña Secretrio RegionalMinisterial
SEREMI Agricultura Copiapó
Juan Noemí Director Regional Prochile Copiapó
Miguel Vargas Correa Secretario RegionalMinisterial de Economía
SEREMI Economía Copiapó
Miguel Vargas Correa Secretario RegionalMinisterial de EconomíaRegión de Atacama)
Subsecretaría de EconomíaRegión de Atacama
Copiapó
Sebastián Callejas Matic Gerente General Cultivos Carrizal Ltda. Freirina
G - 5
Region IVNAME POSITION ORGANIZATION/COMPANY CITY
Alberto Olivares SubGerente de Operaciones Socovel CoquimboAldo Oliver Gramola Presidente Papayas Oliver VicuñaAlejandro Ayres Mangas Gerente General Sociedad Agrícola Los Tunantes
S.A.La Serena
Alfredo Cáceres Koyck Administrador PlantaCoquimbo
Planta San José S.A. Coquimbo
Ana María Fuentes C. Producto Manager ProChile Cuarta Región La SerenaÁngela María RojasEscudero
Secretaria Regional Ministerial SEREMI Agricultura La Serena
Arturo Wenzel Commercial Vicepresidente Compañía Minera del Pacífico S.A.- CMP
La Serena
Carlos AndradeNiklitschek
Gerente Técnico - Enólogo Viña Francisco de Aguirre Ovalle
Carolina RiquelmeSepulveda
Secretario RegionalMinisteriral
Ministerio de Economía La Serena
Carolina RiquelmeSepúlveda
Programa de Inversiones,Promoción y Atracciones
SEREMI La Serena
Cecilia Prats Cuthbert Directora Regional Servicio Nacional de Turismo -SERNATUR
La Serena
Ernesto Alvear Garrido Secretario RegionalMinisteriral
SEREMI Minería La Serena
Eugenio MunizagaRodríguez
Presidente Asociación Gremial de EmpresariosAgrícolas de Productos deExportación
La Serena
Fernando EchevarríaOsorio
Director ProChile Cuarta Región La Serena
Giorgio Flessati Managing Director Concilio VicuñaGuido Alvarez Vicepresidente Asociación Pesquera de Tongoy TongoyGuillermo MachalaRodríguez
Director Regional Ministerio de Agricultura - INDAP La Serena
Guillermo MolinaPalavecino
Director Regional de Pesca Servicio Nacional de Pesca Coquimbo
Humberto MonsalveAvila
Jefe Cultivo Ostión Pesquera San José S.A. Tongoy
Héctor Miranda Socio A.G. Asociación Pesquera de Tongoy Tongoy
Ivonne Etchepare Robert Subgerente PlanificaciónSecretaría General
Cultivos Marinos InternacionalesS.A.
Coquimbo
Iván Gutiérrez Vera Director Regional III-IVRegión
Ministerio de Obras Públicas,Dirección de Obras Portuarias
Coquimbo
J. Humberto AguirreCharlin
Abogado Asociación de Canalistas delEmbalse Recoleta
Ovalle
Jorge Cortés Poblete Gerente General Sociedad Agrícola San Jorge DosLtda.
Ovalle
Jorge Garrido Pérez Director Regional Instituto de Fomento Pesquero Coquimbo
G - 6
NAME POSITION ORGANIZATION/COMPANY CITYJorge Santos Fuenzalida PROCOMAR Ltda. CoquimboJuan Soto Parraguirre Tesorero Cámara de Comercio y Turismo de
La SerenaLa Serena
Juan Soto Parraguirre Treike La Serena
Leandro Sturia Figueroa Gerente Exportadores de Ostiones Ltda. CoquimboLeonardo Carvajal Presidente Asociación Pesquera de Tongoy Tongoy
Luis Alfonso SánchezBarrera
Ingeniero Agrónomo Gerente Profo Pimientos Ovalle
Luperfina Rojas Escobar Directora - Facultad deHumanidades, Escuela deIngeniería Comercial
Universidad de La Serena La Serena
Luz Elena Cornejo Ganga Directora Centro de EstudiosSocioeconómicos yEmpresariales
Universidad Francisco de Aguirre La Serena
Marta Godoy Cortés Gerente Elquiprods La SerenaMasamitu Masuda Director de Manufactura Bridgestone Firestone Chile S.A. Coquimbo
Mauricio A. BariasPentzke
Gerente Planta Coquimbo Conservera Pentzke S.A. Coquimbo
Mauricio FloresCampusano
Gerente de Administración yFinanzas
Socovel Coquimbo
Mauricio Hernández Programa de Inversiones,Promoción y Atracciones
Ministerio de Economía La Serena
Miguel Cabrera Elgueda Ingeniero Agrónomo Enólogo Cooperativa Agrícola PisqueraElqui Ltda. - CAPEL
Vicuña
Miguel Zuvic Mujica Gerente General Empresa Portuaria Coquimbo Coquimbo
Nibaldo Aviles Pizarro Decano - Facultad deIngeniería
Universidad de La Serena La Serena
Osciel Velásquez Leyton Gerente General Socovel CoquimboPatricio Campos Lira Gerente General Agencias Marítimas del Norte Ltda. CoquimboRaúl Gutiérrez Areyuna SEREMI OO.PP Ministerio de Obras Públicas La SerenaRenán Fuentealba M. Intendente Intendencia de La Serena La SerenaSergio Bustos Caro Director Gerente Agencia de Viajes Ingservtur SerenaSergio Gómez Secretario Regional
MinisteriralSEREMI Economía La Serena
Tetsuro Murofushi Deputy General Manager Compañía Minera Huasco S.A. La Serena
G - 7
Region VNAME POSITION ORGANIZATION/COMPANY CITY
Abel Gallardo Abogado GobernaciónProvincial Valparaíso
Gobernación Provincial deValparaíso
Valparaíso
Adolfo Morales Fito AyerViernes.com Vina del Mar
Adrian UrmenetaSepulveda
OperationVice President i-Education Holdings Vina del Mar
Alberto Borquez C. Gerente General STI San Antonio
Alejandro CorvalánQuiroz
Secretario RegionalMinisterial
SEREMI Economía Valparaíso
Alejandro Parés Villarroel Gerente General C.T.L.
Alfredo Sone Managing Director SONE SA. Quillota
Amelia Dondero Carrillo Directora CEAL, Universidad Católica deValparaíso
Valparaíso
Amilcar Morales Gerente General MM Ingeniería de Software Valparaíso
Amilcar Morales Gerente General Ingenieria de Software Valparaiso
Andres Guarello W. Gerente General SOLEM Vina del Mar
Andrés Eduardo LinkMuñoz
Gerente General MERVAL Valparaíso
Andrés Merello Norero Gerente General Confites Merello S.A. Limache
Antonio Cifuentes de laTorre
Secretario Facultad deRecursos Naturales
Universidad Católica deValparaíso
Valparaíso
Arturo Leiva Dimter Gerente General Valles de Petorca
Augsto Vergara L. Gerente Proyecto CURAUMAParque Industrial y Empresarial
Curauma
Augusto Aninat del Solar Santiago
Bernardo Arriaza G. Director Regional SERNATUR Viña del Mar
Caludio Rojas L. Asistente de Marketing AyerViernes.com Vina del Mar
Carlos Alcazar i-Education Holdings Vina del Mar
Carlos Calderón Moreno Agente de Aduana Carlos Calderón Moreno Valparaíso
Carlos Inostroza Secretario RegionalMinisterial
SEREMI Minería Quilpué
Carlos Inostroza Bilbao Secretario Regional V Región Ministerio de Transporte yTelecomunicaciones
Valparaíso
Carlos Rivera Heavey Coordinador de Proyectos Cámara Marítima y Portuaria deChile
Valparaíso
Carlos Rojas Martorell Coordinador Ejecutivo Centro de Estudios de la Regiónde Valparaíso
Valparaíso
Carlos Santiago FariasVargas
Jefe de Área, Centro deAsistencia y FormaciónEmpresarial
Universidad Técnica FedericoSanta María
Valparaíso
Carlos Simón Cood Gerente de División Oxignin Valparaíso
Carlos Vera Jefe de Planificación Naviera TPS Valparaíso ValparaísoCecilia Reyes Jefe de Carrera Universidad Técnica Federico
Santa María, Departamento deInformática
Valparaíso
G - 8
NAME POSITION ORGANIZATION/COMPANY CITYClaudia Zepeda Días Administración y Finanzas Distribuidora de Productos del
Mar S.A.Valparaíso
Claudio Carmona Canessa Gerente Viveros del Valle de Aconcagua Quillota
Claudio Galdames O. Adm. and Financial Manager SONE SA. Quillota
Claudio Matamoros Ingeniero Civil Universidad Técnica FedericoSanta María, Departamento deInformática
Valparaíso
Claudio WaghornGallardo
Director General Universidad Técnica FedericoSanta María
Valparaíso
Claudio WaghornGallardo
Director General Universidad Técnica FedericoSanta María
Valparaíso
Cristián Bahamondes P. Ing. Agrónomo U. De Chile New York Exportaciones y CIALtda.
Llay-Llay
Cristián Bahamondes P. Ing. Agrónomo U. De Chile New York Exportaciones y CIALtda.
Llay-Llay
Cristián Neuweiler DepartamentoTransformadores
RHONA S.A. Viña del Mar
Cristián Neuweiler DepartamentoTransformadores
RHONA S.A. Viña del Mar
Cristóbal FernándezRobin
Director DepartamentoIndustrias
Universidad Técnica FedericoSanta María
Valparaíso
Cristóbal FernándezRobin
Director DepartamentoIndustrias
Universidad Técnica FedericoSanta María
Valparaíso
Daniel Herrera Orellana Gerente de Operaciones C.T.L. Viña del Mar
Daniel Herrera Orellana Gerente de Operaciones C.T.L. Viña del Mar
Daniel Rodríguez Schultz Ingeniero Civil Electrónico Universidad Técnica FedericoSanta María, Departamento deElectrónica
Valparaíso
Daniel Rodríguez Schultz Ingeniero Civil Electrónico Universidad Técnica FedericoSanta María, Departamento deElectrónica
Valparaíso
Daniel de Blassis Vargas Gerente Regional David del Curto S.A. San Felipe
Daniel de Blassis Vargas Gerente Regional David del Curto S.A. San Felipe
Dante Pesce Director, Escuela deIngeniería Industrial
Universidad Católica deValparaíso
Valparaíso
Dante Pesce Director, Escuela deIngeniería Industrial
Universidad Católica deValparaíso
Valparaíso
Dante Pesce Santana Director Universidad Catolica deValparaisoEscuela de Ingenieria Industrial
Valparaiso
Darcy Fuenzalida O. Gerente General SERCO Vina del Mar
Diego Sepúlveda L. Abogado Consultora Latinoamericana enTransporte Ltda.
Reñaca
G - 9
NAME POSITION ORGANIZATION/COMPANY CITYDiego Sepúlveda L. Abogado Consultora Latinoamericana en
Transporte Ltda.Reñaca
Dr. Luis Mella Gajardo Alcalde Municipalidad de Quillota Quillota
Dr. Luis Mella Gajardo Alcalde Municipalidad de Quillota Quillota
Eduardo Poggi P. Inspecciones y CertificacionServicios de Control
Gerente Valparaiso
Eduardo Poggi P. Inspecciones y CertificacionServicios de Control
Gerente Valparaiso
Edward McDonald Gerente de Operaciones Unicorn Marine Supply Valparaíso
Edward McDonald Gerente de Operaciones Unicorn Marine Supply Valparaíso
Enrique Bettoli S. Presidente Berttoli S.A. Quilpué
Enrique Bettoli S. Presidente Berttoli S.A. Quilpué
Enrique Hernández Presidente Hernández Motores Viña del Mar
Enrique Hernández Presidente Hernández Motores Viña del Mar
Enrique Morales Gerente de Desarrollo yConcesiones
Empresa Portuaria Valparaíso Valparaíso
Enrique Morales Gerente de Desarrollo yConcesiones
Empresa Portuaria Valparaíso Valparaíso
Enrique Prado Gerente Galga
Enrique Prado Gerente Galga
Enzo Ibaceta Orlandini Ingeniero Comercial SISDEF LTDA. Vina del Mar
Ernesto Maggi Pizarro Maggi
Ernesto Maggi Pizarro Maggi
Ernesto SantibáñezGonzález
Director División Consultoría,Investigación y Desarrollo,Escuela de ingenieríaIndustrial UCV
EII/CID Viña del Mar
Ernesto SantibáñezGonzález
Director División Consultoría,Investigación y Desarrollo,Escuela de ingenieríaIndustrial UCV
EII/CID Viña del Mar
Eugenio del Campo Ingeniero de Proyecto CINDE Viña del Mar
Eugenio del Campo Ingeniero de Proyecto CINDE Viña del Mar
Felipe Rubio Export Manager INDUSTRIAS AMBROSOLI S.A. Viña del Mar
Felipe Rubio Export Manager INDUSTRIAS AMBROSOLI S.A. Viña del Mar
Fernando CrisóstomoBurgos
Gerente General Puerto de San Antonio San Antonio
Fernando CrisóstomoBurgos
Gerente General Puerto de San Antonio San Antonio
Fernando Faúndez Acting Surveyor ClassNK - Nippon Kaiji KyokaiChile Ltda.
Valparaíso
G - 10
NAME POSITION ORGANIZATION/COMPANY CITYFernando Faúndez Acting Surveyor ClassNK - Nippon Kaiji Kyokai
Chile Ltda.Valparaíso
Fernando Guzmán Loezar Jefe de Extensión Escuela deIngeniería de Transporte
Universidad Católica deValparaíso
Valparaíso
Fernando Guzmán Loezar Jefe de Extensión Escuela deIngeniería de Transporte
Universidad Católica deValparaíso
Valparaíso
Fernando Rios Burgos Docente, Servicios Asist.Tecnica
Universidad Catolica deValparaisoEscuela de Ingenieria Informatica
Valparaiso
Fernando RusowskyKisiliuk
Commercial Manager ARMAT S.A. Quilpué
Fernando RusowskyKisiliuk
Commercial Manager ARMAT S.A. Quilpué
Fernando Vial Risopatrón Agrícola Las Masas Ltda. Llay-Llay
Fernando Vial Risopatrón Agrícola Las Masas Ltda. Llay-Llay
Francisco E. Sanz Soto Gerente General Cámara Regional del Comercio yla Producción de Valparaíso - CCP
Valparaíso
Francisco Javier Orrego Gerente Seuus S.A. Valparaíso
Francisco Pizarro Solís Director Escuela de Ingenieríade Transporte
Universidad Católica deValparaíso
Valparaíso
Gastón Pereira Massei Gobernador Provincial Gobernación Provincial de SanAntonio
San Antonio
German Lührs Antoncich Secretario General Cámara Aduanera de Chile Valparaíso
Gilbert E. Leiva President & CEO i-Education Holdings Vina del Mar
Giovanni Pesce Santana Vicerrector, AsuntosEconómicos yAdministriativos
Universidad Técnica FedericoSanta María
Valparaíso
Gregorio Iñiguez Díaz Gerente General ASIVA Viña del Mar
Guillermo ZedanAbuyeres
Presidente Cámara Regional del Comercio yla Producción de Valparaíso - CCP
Valparaíso
Gustavo Miranda Gerente General ClassNK - Nippon Kaiji KyokaiChile Ltda.
Valparaíso
Harald Jaeger Gerente General Empresa Portuaria Valparaíso Valparaíso
Humberto ChamorroAlvarez
Presidente Federación de PescadoresArtesanales - FEDEPESCA
Valparaíso
Héctor Valencia Bringas Gerente General IST Viña del Mar
Ignacio Ortega Albónico Jefe Área de Marketing Puerto de San Antonio San Antonio
Jaime Díaz L. General Manager ARMAT S.A. Quilpué
Jorge E. Pimentel Gerente Técnico SISDEF Ltda. Viña del Mar
Jorge E. Pimentel Technical Manager SISDEF LTDA. Vina del Mar
Jorge Jimenez Contreras Gerente Area Investigacion yDesarrollo
TUXPAN Vina del Mar
Jorge Jiménez Contreras Gerente Investigación yDesarrollo
Tuxpan Ingeniería Viña del Mar
G - 11
NAME POSITION ORGANIZATION/COMPANY CITYJosé Andrés PradoHermosilla
Director ProChile Valparaíso
José Eugenio EgidoArriola
EGIDO Valparaíso
José I. Sepúlveda Vidal Secretario AcadémicoEscuela Ciencias del Mar
Universidad Católica deValparaíso
Valparaíso
José Letelier Morel Consejero Regional Gobierno Regional de Valparaíso ValparaísoJuan Enrique SánchezFernández
Gerente General ASIVA GREMIAL Viña del Mar
Juan Pablo Hernández Ingeniero de Proyecto Universidad Técnica FedericoSanta María, Centro Integrado deManufactura y Automatización
Valparaíso
Juan Reyes Gerente InterTejidos Viña del Mar
Juan Tampier B. Consultor de Empresas Viña del Mar
Juan Varsalovic Mihoevic Vicerrector de Desarrollo Universidad Católica deValparaíso
Valparaíso
Laura Gordon R. Gerente General AltaVoz Vina del Mar
Lic. Gabriel A. Fidel Subsecretario de Turismo Gobierno Mendoza Mendoza
Luis E. Torres Presidente Serprotec Limited Corp. Valparaíso
Luis Hevia Director Departamento de InformaticaUniversidad Tecnica FedericoSanta Maria
Valparaiso
Luis Jeldres Moncada Gerente de Producción yDesarrollo
Vinycon Chilena Ltda. Viña del Mar
Mafi SandovalHormazábal
Master Internacional enTurismo
Viña del Mar
Manuel Chinchón Herrera Director Regional Aduana deValparaíso
Servicio de Aduanas Valparaíso
Marcello Visconti Doctor en Ciencias Universidad Técnica FedericoSanta María, Departamento deInformática
Valparaíso
Marcelo Arredondo Gerente OTT, Oficina de TransferenciaTecnológica
Valparaíso
Marcelo Perrot Agosin Juguetes PERROT Valparaíso
Marcos Oyanedel Núñez Director Gerente, Ingenieroen Sistemas de Información
CEAC Consultores Viña del Mar
Mario ConsigliereBozzolo
Gerente de Marketing INDUSTRIAS AMBROSOLI S.A. Viña del Mar
Mario Fernández SubGerente General Lipigas Viña del Mar
Mario Poggi Gerente de Operaciones MARSS S.A. Valparaíso
María Francisca Briones Ingeniero Civil Químico,USM Ingeniero de Proyectos
Sistema de Información deProyectos de Inversión,SIP V
Valparaíso
Miguel Cadenaso Cornejo Gerencia de Concesiones Empresa Portuaria Valparaíso
Miguel TortelloSchuwirth
Gerente Planificación yGestión
SAAM Valparaíso
G - 12
NAME POSITION ORGANIZATION/COMPANY CITYOscar Ramírez Vergara Gerente Comercial Puerto de San Antonio San Antonio
Oscar Saavedra Rodríguez Director General Universidad Técnica FedericoSanta María, Dirección General dePlanificación y Desarrollo
Valparaíso
Patricio Pavez Carrera Director Escuela de Cienciasdel Mar
Universidad Católica deValparaíso
Valparaíso
Peter McGivern Chief Operating Officer STI San Antonio
Rafael Squadritto Moggia Gerente General Hotelera Squadritto Viña del Mar
Raul Novoa C. Gerente de Operaciones Cinde Vina del Mar
Raúl L. Herrera Gallardo Deparatamento Planificacióny Control, Subdirección deFiscalización
Servicio Nacional de AduanasChile
Valparaíso
Raúl Novoa C. Gerente de Operaciones CINDE Viña del Mar
Renato Aarón CabreraTasso
Director Ejecutivo, Centro deExcelencia para la PYME
Universidad Técnica FedericoSanta María
Valparaíso
Renzo Devoto Ratto Director Universidad Católica deValparaíso, Escuela de IngenieríaComercial
Valparaíso
Ricardo Aguilera Director de Obras Municipalidad de Llay-Llay Llay-Llay
Ricardo Ibáñez Pozo Gerente Administración yFinanzas
ARMAT S.A. Quilpué
Ricardo Serey Pappagallo Alcalde Municipalidad de Llay-Llay Llay-LlayRoberto Barraza Moreno Gerente General INDUMAC Ltda. San Felipe
Roberto T. Hirose Presidente Instituto de Capacitación ASIVA Viña del Mar
Roberto Valencia B. Agente ComercialInternacional
Consultor Comercio ExteriorAsesoría Integral a la PYME
Valparaíso
Rodolfo Bickell Dumas Secretario Ejecutivo ConsejoRegional V Región
Gobierno Regional V Ragión Valparaíso
Rodolfo García Sánchez Vicepresidente Ejecutivo Cámara Marítima y Portuaria deChile
Valparaíso
Rodrigo Alfaro Arancibia CEAL, Universidad Católica deValparaíso
Valparaíso
Rodrigo Ayala Carvallo Supervisor Operativo TTN COSAN Renca
Rodrigo López Echiburu Gerente Administración yFinanzas
NUTRIFOOD Viña del Mar
Rodrigo Oyanedel Núñez Gerente División Servicios CEAC Consultores Viña del Mar
Sandra Guardia Illescas Gerente General ISG Valparaíso
Santiago Ferreti Gerente Santiago Ferreti Viña del Mar
Santiago Macias H. Gerente General TUXPAN Vina del Mar
Santiago MaciasHuenchullan
Gerente General Tuxpan Ingeniería Viña del Mar
Santiago Morixe Gerente de Ventas TPS Valparaíso Valparaíso
G - 13
NAME POSITION ORGANIZATION/COMPANY CITYSergio Marshall G. Ph. D. Vicerrectoría de Investigación
y Estudios AvanzadosUniversidad Católica deValparaíso
Valparaíso
Sergio Vivaceta Secretario RegionalMinisterial
SEREMI Agricultura Quillota
Sylvia Lillo Gerli Product Manager ProChile Valparaíso
Vania Gómez González Ingeniero de Proyecto CPYME Valparaíso
Verónica Vidal Departamento de Estudios Servicios de Aduanas Valparaíso
Victor Hugo Aguilera Coordinador de Proyectos CINDE Viña del Mar
Wenceslao MonteroSánchez
Sub-Administrador Agrícola y Frutícola San Carlos Llay-Llay
Yanko Escalona Escobar Técnico de InspecciónLaboral
C.T.L. Viña del Mar
G - 14
Region VINAME POSITION ORGANIZATION/COMPANY CITYCarlos Meza T. Gerente General Huerto San Nicolás San FernandoCarmen J. Díaz Gerente General Invernadero San Eduardo Santa CruzClaudio Vergara Gerente General Compañía Exportadora Rancagua RancaguaConsuelo Loaysa esposa el gerente Viña La Posada Santa CruzEduardo Díaz Gerente General Viña La Posada Santa CruzIgnacio Martínez Gerente General Agricola Los Boldos Ltda. -
Vivero La FamaRengo
Jorge Lisboa Cabello Profesional de Apoyo Comisión Nacional de MedioAmbiente - CONAMA
Rancagua
Juan Manuel Jaña Secretario RegionalMinisterial
SEREMI Minería Rancagua
Juan Pablo Torrealba M. Gerente Exportadora Agrícola AndesChile S.A.
Rancagua
Marco Zepeda F. Director Regional ProChile RancaguaMario Vásquez Lincolao Jefe Departamento Garantía
CalidadINVERTEC Foods S.A. Rengo
María Inés Tagle Esposa del señor Vergara(Invitación Conjunta)
Compañía Exportadora Rancagua Rancagua
Miguel Aburto M. Ingeniero Agrónomo Alimentos y Frutos S.A. San FernandoNelson Pérez A. Secretario Regional
MinisterialSEREMI Agricultura Rancagua
Oscar Garrido Eugenin Gerente Compañía Agropecuaria del ValleCentral S.A.
Rancagua
Raúl Herrera Herrera Intendente Intendencia RancaguaSergio Roldán S. Secretario Regional
MinisterialSEREMI Economía Rancagua
Sergio Ureta Ovalle Director Libertador S.A. RengoThomas Wilkins Director de Administración Colchagua Valley - Asociación
de VinerosSanta Cruz
G - 15
Region VIINAME POSITION ORGANIZATION/COMPANY CITYAlex Ovalle Muñoz Gerente PROGECOMAlfreo Bisello M. De S. Gerente General Viña Martínez de Salinaz Cauquenes Alvaro CovarrubiasRisopatrón
Director Escuela de Ingeniería Universidad de Talca Curicó
Anita Prizant Gerente Proleche S.A.Clauio Barria Ingeniero Agrícola Enólogo Viña Lomas de Cauquenes CauquenesDaniella Gillmore Esturillo Gerente de Producción Agrícola Tabontinja Ltda. San JavierDr. Hermán Paillan Profesor Departamento de
HorticulturaUniversidad de Talca Talca
Dr. Jorge B. Retamales Decano Facultad de CienciasAgrarias
Universidad de Talca Talca
Dr. Yerko MorenoSimunovic
Director Centro Tecnologíade la Vid y el Vino, Facultadde Ciencias Agrarias
Universidad de Talca Talca
Eduardo Reinero Barra Jefe Departamento Regional SERPLAC TalcaEliseo Sau Fuentes Jefe Departamento de
DesarrolloComunalGobierno Regional deMaule Talca
Enrique Jiménez Sepúlveda Secretario RegionalMinisterial de Obras Públicas
SEREMI Obras Públicas Talca
Gabriel A. Alvarez Villa Director Regional Servicio de Cooperación Técnica- SERCOTEC
Talca
Georg Hecht M. Gerente de Producción COPEFRUT S.A. Planta Curicó Curicó
Gonzalo Hinojosa Henriquez Ingeniero Agrónomo Universidad Católica de Maule Curicó
Guillermo Palma Gerente Regional Corporación Educacional,Sociedad Nacional de Agricultura- CODESSER
Talca
Guillermo Peters Dueño Cabañas Campomar CuranipeGuillermo Tolosa Echavarría Presidente del Directorio ProHortal S.A. Linares
Hugo Corveleyn Olave Jefe Provincial Servicio de Cooperación Técnica- SERCOTEC
Curicó
Jorge Navarrete Bustamante Secretario RegionalMinisterial de Economía
SEREMI Economía Talca
Juan Carlos CorderoSaavedra
Gerente General Viñedos Melozal San Javier
Juan Ramón Ortega Jirón Gerente COBELSA LinaresManuel Gamboa Moran Presidente Manzanares CuricóMarcelo Valdivia Quevedo Gerente Asociación Gremial de
Industriales del Centro -ASICENT
Talca
Marcelo Wedington G. Técnico Agrícola Fundo El Silencio ChancoMario Correa Pardo Federación Agricultores Curicó CuricóMario Hanna Profesional de Apoyo SEREMI Agricultura Talca
G - 16
NAME POSITION ORGANIZATION/COMPANY CITYMario López Manriquez Gerente de Operaciones AgroCepia S.A. TalcaMario Norman MerchackApse
Intendente Intendencia Región de Maule Talca
María del Carmen PérezDonoso
Gobernadora Provincial Gobernación Provincial deCauquenes
Cauquenes
Osamán Garrido Delgado Gerente General CD Maule TalcaOsvaldo Poblete Troncoso Gerente de Operaciones Corporación Chilena del Vino -
CCVTalca
Paulo Escobar Departamento de Servicios Cooperativa Valle Central Ltda. -COPEVAL
Talca
Ramiro Rodríguez Bacerra Vicepresidente Asociación de Pequeños yMedianos Industriales Curicó -APIAC
Curicó
Rebeca Bulnes Directora Regional SEREMI Agricultura TalcaRodrigo Hermosilla Gatica Gobernador Provincial Gobernación Provincial de
LinaresLinares
Rogelio Utreras H. Gerente General Viña Lomas de Cauquenes CauquenesSebastián Muñoz M. Director Regional Prochile TalcaSergio Monzalve Vergara Gobernador Provincial de Curicó Curicó
G - 17
Region VIIINAME POSITION ORGANIZATION/COMPANY CITYAntonio Pagliero Neira Universidad de Concepción,
Facultad de Ingeniería,Departamento de IngenieríaMetalúrgica
Concepción
Arturo Rock Tarud Gerente Industrias Copihue S.A. CoronelAugusto Kahler Garate Gerente Inversiones K&P Ltda. San Pedro
de la Paz
Carlos Montoya Secretario RegionalMinisterial
SEREMI Agricultura Concepción
Christian Prieto R. Gerente de Operaciones San Vicente TerminalInternacional
Talcahuano
Cristián Aravena Gerente Albano S.A. ConcepciónDr. Víctor Ariel Gallardo Estación de Biología Marina Universidad de Concepción Dichato
Eduardo Peña Fernández Vicedecano Universidad de Concepción ConcepciónEmilio Merino Ewart Jefe Area Orgánica Hortifrut S.A. ChillánFernando Castet Maurer Gerente Comercial, Pesqueros
e IndustriaASMAR Base Naval
Talcahuano
Jaime F. Ramírez Carrasco Jefe de OperacionesMarítimas Naves Charter
Puerto Lirquen Lirquén
Jaime Tohá González Intendente Intendencia de la VIII Región ConcepciónJoaquín Varela Capitán Chilean Navy,
General ManagerASMAR Base Naval
Talcahuano
John Bressi Sub Gerente General San Vicente TerminalInternacional
Talcahuano
Jorge Calderón Díaz Gerente General, Centro deAlta Tecnología en Madera
Universidad del Bío Bío Concepción
Jorge Plaza Jefe Supervisor de Turno Puerto de Coronel CoronelJosé Luis Díaz L. Secretario Regional
MinisterialSEREMI Minería Concepción
José M. Muñoz Eastman Capitán de Fragata, GerenteProducción Sistemas deArmas
ASMAR Base NavalTalcahuano
José Miguel Lazo Contratos EDYCE TalcahuanoJuan E. Sielfeld Gundlach Ingeniero Administrador SIGU TalcahuanoLeonardo D. Aldunce V. Productor y Exportador Frio Natur Ltda. ConcepciónLeonicio Toro Araya Gerente General Cámara de la Producción y del
Comercio de Concepción S.A. -CPC
Concepción
Luis Valenzuela H. Profesor Universidad de Concepción ConcepciónMarcela Aravena Castillo Directora Prochile VIII Región ConcepciónMariana Lobel Gerente Técnico y de
PlanificaciónForestal Bio Bio S.A. Concepción
G - 18
NAME POSITION ORGANIZATION/COMPANY CITY
Mario Sánchez Madina Subdirector Universidad de Concepción,Facultad de Ingeniería,Departamento de IngenieríaMetalúrgica
Concepción
Martín Zilic Hrepic Director Programa Integral deDesarrollo Regional
Universidad de Concepción Concepción
María Cristina Au Ingeniería de Desarrollo eInvestigación
Alimentos Mar Profundo S.A. Coronel
Miguel Demianenko J. Gerente de Producción MOLY-COP Chile TalcahuanoNestor Lloyd Márquez Promotor de Inversiones Programa de Atracción y
Promoción de InversionesConcepción
Patricio Aguilera Secretario RegionalMinisterial
SEREMI Economía Concepción
Pedro Larraín Tobar Gerente General Corporación de Estudio,Capacitación y Empleo
Concepción
Raúl Ojeda Maggini Gerente Comercial y deServicios
Empresa Porturia Talcahuano SanVicente
Talcahuano
Reinaldo Roepke Commercial Manager, ShipRepair Division
ASMAR Base NavalTalcahuano
Rodolfo Castro Capos Jefe de Seguridad Empresa Porturia Talcahuano SanVicente
Talcahuano
Rodrigo Covarrubias Sub Gerente Comercial Industrias Copihue S.A. CoronelSilvia Fritz Saavedra Gerente General Esmital Ltda. TalcahuanoWaher Mardones Presidente Consorcio Mares Arauco S.A. DichatoYolanda Lobos González Product Manager Prochile VIII Región Concepción
G - 19
Region IXNAME POSITION ORGANIZATION/COMPANY CITYAlejandro Blamey Director Regional Corporación Nacional de Forestal
- CONAFTemuco
Alex Valle Phillips Secretario Cámara de Turismo Pucón Pucón
Andrés Agurto Departamento de Desarrollo Corporación Nacional deDesarrollo Indígena - CONADI
Temuco
Andrés MolinaMagofque
Gerente Comercial Magasa Temuco
Andrés Salvadores P. Gerente General Araucanía Express Temuco
Berta Belmar Ruiz Intendente Intendente Región de laAraucanía
Temuco
Boris Ramos Díaz Gerente Adminstración yFinanzas
Agrícola e Inversiones San JoséLtda.
Gorbea
Carlos Fuentes Coordinador Inversiones SERPLAC Temuco
Clemente CarrascoGodoy
Coordinador de Turismo Ilustre Municipalidad de Pucón Pucón
César E. HidalgoPalacios
Medico Veterinario,Epidemiologo Brucelosis
Servicio Agrícola Ganadero -SAG
Temuco
Daniela Bravo Jefe Desarrollo Institucional Instituto Eurochileno de Turismo Pucón
Darlo MelladoQuintana
Servicio de Cooperación Técnica- SERCOTEC
Temuco
Darío Mellado Secretario Regional Ministerial SEREMI Economía Temuco
Darío Mellado Secretario Regional Ministerial SEREMI Minería Temuco
Darío MelladoQuintana
Secretario Regional , Fomento yReconstrucción
Regional Ministerio de Economía Temuco
Diego José BenaventeMillán
Corporación Araucanía Temuco
Doene Araneda Amigo Secretario General Sociedad de Fomento Agrícola deTemuco A.G.
Temuco
Eduardo Klein Encargado de Proyecto Gobierno Regional de laAraucanía
Temuco
Eduardo Portilla R. Gerente Comercial Centro Tecnológico deProducción Madera S.A. -CENTEC
Temuco
Eduardo Quinones Cea Presidente Cámara Turismo de Pucón Pucón
Eugen D. RothSchleyer
Gerente General Lacteos Surlat S.A. Temuco
Eugenio Gotschlich W. Freire
Gloria PenaililloMedina
Freire
Guillermo Leay Vera Director INACAP Temuco Temuco
Hans Kuhn Gerente Chic - Cámara Temuco Temuco
G - 20
NAME POSITION ORGANIZATION/COMPANY CITY
Heinrich F. von Baerv.L.
Rector Universidad de la Frontera Temuco
Helga Cortés Jefe de Inversiones Gobierno Regional de laAraucanía
Temuco
Héctor FranciscoSalgado
Presidente Madecsa, Profo Maderero deCuracautín S.A.
Curacautín
Héctor Kruegger Secretario Regional Ministerial SEREMI Agricultura Temuco
Isaías Java Jewery Temuco
Iván Bruno Sandoval Queso Faja Maisan Pitrufquén
J. Santiago ArayaMassry
Director Ejecutivo Centro Para el Desarrollo de laAraucania - TRAFKIN Ltda.
Temuco
Javier Rebolledo SOLAPRI - Queso de Cabra Lonquimay
Jerónimo Molina Avila Director Regional Servicio de Cooperación Técnica- SERCOTEC
Temuco
José Astorga Solari Jefe de Planta Quepe IANSA Temuco
José Rosenberg V. Presidente Rosen Temuco
Julia Andrea FuentesA.
Gerente de Marketing FLODESUR S.A. Temuco
Julia Pinto R. Director ProChile Temuco
Lillian GonzálezCalderón
Directora CooperaciónInternacional
Universidad de la Frontera Temuco
Luis Felipe TrenovaCeledón
Gerente Calán Angol
Luis HenriquezJaramillo
Jefe de Programas Corporación Nacional deDesarrollo Indígena - CONADI
Temuco
Luis Javier LagosGajardo
Artesanal Muebles Pucón
Luis Munzenmayer Municipalidad de nueva Imperial NuevaImperial
Manuel AlfaroGallegos
SOLAPRI - Queso de Cabra Lonquimay
Mariana Saelzer Rojas Cabañas Quino Lafquén Pucón
Mario RodríguezCampisto
Gerente FLODESUR S.A. Temuco
Max Henzi Ibarra Presidente Cámara de Comercio, Servicios yTurismo de Temuco
Temuco
Miriam ElisaMontecinos Latorre
Director Regional Servicio Nacional de Turismo -SERNATUR
Temuco
Mirna Concha Encargada de Comunicación Corporación Nacional deDesarrollo Indígena - CONADI
Temuco
Nora Barrientos Departamento de Planificación Corporación Nacional deDesarrollo Indígena - CONADI
Temuco
Norberto Soto Campos Pez Arte, Trucha de Lonquimay Lonquimay
Oscar Corvalán Coordinador Inversiones Instituto Eurochileno de Turismo Pucón
Pamela Castro Chocolates Rucamalal de Pamela Pucón
G - 21
NAME POSITION ORGANIZATION/COMPANY CITY
Pamela CastroEcheverría
Dueña Chocolates Rucamalal Pucón
Patrocop GarridoVillablanca
Gerente Regional Centro de Productividad Integral- CEPRI
Temuco
Pedro Ferrada Ibáñez Gerente Centro Acopio Lechero AllipenRamón Navarrete Presidente Centro Tecnológico de
Producción Madera S.A. -CENTEC
Temuco
Rodolfo Pihan Soriano Director, Instituto deAgroindustria
Universidad de la Frontera Temuco
Rolando HermosillaSalas
SubGerente de Producción CMPC Celulosa S.A. - PlantaPacífico
Angol
Rony Pollak Gerente Hotel Antumalal Pucón
Sergio Zampeze H. Susana García M. Artesanías Sarza Temuco
Servando Castillo M. Flores de Madera Pucón
Till Jorge DaubeKrisam
Presidente Consejo deAdministración
Tukucán Temuco
Víctor Manilla Municipalidad de Lonquimay Lonquimay
G - 22
Region XNAME POSITION ORGANIZATION/COMPANY CITYAlberto Augsburger Fundación Chile Puerto Montt
Alejandro GallardoVidal
Jefe División Análisis yControl de Gestión
Gobierno Regional Puerto Montt
Alejandro Koehler Asociación Municipal LagoRanco
Panguipulli
Alejandro Koehler Asociación Municipal LagoRanco
Pamguipulli
Alejandro SantibáñezH.
Consejero Regional Gobierno Regional Puerto Montt
Alejandro SantibáñezHandschuh
Director Campus Puerto Montt Universidad de Los Lagos Puerto Montt
Andres Kuschel Silva Dueño Casa de la Oma Frutillar
Anette Henkel Fundación Con Todos Chiloé
Angélica Rosas Coordinadora Red Chiloé FIA Ancud
Arturo López Reyes Gerente Los Volcanes S.A. Puerto Varas
Carlos Arenas Gerente de Operaciones Cervecería Valdivia: Kunstmann Valdivia
Carlos ArenasSoto Consultor SERCOTEC Valdivia
Carlos González Jara Gerente Sidras Antillanca Purranque
Carlos Jimenez Departamento de FomentoProuctivo
Gobierno Regional Puerto Montt
Carlos Venegas Director Centro de Educación yTecnología CET
Ancud
Carlos Villagrán Pérez Turismo Sur ValdiviaChristof WeberSchilling
Consejero Regional, PresidenteComisión Silvoagropecuaria
Gobierno Regional Puerto Montt
Claudio Femenías Director Corporación Ambiental del Sur Valdivia
Claudio Pávez V. Jefe de Planta Patagonia S.A. Puerto Montt
Cristián Durán Egle Chief Financial Officer Cranchile LancoCristián Scherf Ingeniero Agrónomo Vivero Río Cruces Valdivia
Cristián Álvarez Bomasil Valdivia
César Alarcón Infor
Dr. Iker Uriarte Merino Director Instituto deAcuicultura
Universidad Austral de Chile Puerto Montt
Eddie Garrido SERPLAC Puerto Montt
Eduardo A. MeersohnErnst
Jefe de Departamento Regionalde Desarrollo de Servicios
INDAP Puerto Montt
Eduardo Bustos IFOP
Eduardo Hott Biewer Gerente General Cabildo S.A., Hacienda Rupanco Osorno
Eduardo Jara Martin Gerente Embalajes Puerto Montt S.A. Puerto Montt
G - 23
NAME POSITION ORGANIZATION/COMPANY CITYEduardo Mas Huber Sitecna S.A. Puerto Montt
Enrique Vera Urra Jefe Departamento, FomentoProductivo y DesarrolloTecnológico
Gobierno Regional Puerto Montt
Esteban Agüero Proyecto Asociativo ArtesanosMueblistas de Futrono
Futrono
Esteban Marinovich Municipalidad de Valdivia Valdivia
Eugenio Larraín Fundación Chile Puerto Montt
Felix Gómez S. Jefe del DepartamentoTecnológico
Pacific Star Puerto Montt
Fernando Schulz Director Cámara de Comercio e Industria ValdiviaFernando Urra Negron Jefe de Producción y control de
CalidadCAFRA Ltda. Frutillar
Francisco Isla Profo Orgánico Valdivia
Francisco Solís Coordinador Coalición para la Conservaciónde la Cordillera de la Costa XRegión
Valdivia
Félix Oyarzo Grimm Gerente General O’Grimm Hotel Puerto MonttGastón Céspedes Proyecto Asociativo Artesanos
Mueblistas de FutronoFutrono
Gastón González ASOTUR Valdivia
Gastón Vicencio Hotel Los Alerces Puerto Varas
Gerardo OjedaGallardo
Encargado Programa ForestalFilial Valdivia
CODEFF Valdivia
Gerardo Saelzer Sociedad Industrial Hoffman Valdivia
Germán Carmona P. Representante Asociación Cultivadores deMerluzas
Llanquihue
Gonzalo Cea Winkler Gerente Regional Simar Ltda. Puerto Montt
Gonzalo SakamotoPrado
Gerente Marine Garden S.A. Castro
Guillermo Cárdenas Director Provincial SERCOTEC Valdivia
GuillermoSchwartzenberg
CODEPROVAL Valdivia
Haruhiko Igawa Org. Comunitarias JOCV Osorno
Hernán Rosas M. Gerente Comercial Punucapa S.A. Valdivia
Hernán Seguel Castillo Socio Gerente Agrosorno Osorno
Humberto del Campo Universidad Austral de Chile Valdivia
Héctor Latapiat MIDEPLAN
Iker Uriarte UACH P.M. Departamento deAgricultura
Puerto Montt
Ilona Concha Universidad Austral de Chile Valdivia
Intendencia Iván Navarro Abarzúa Intendencia Puerto Montt
G - 24
NAME POSITION ORGANIZATION/COMPANY CITYIrene Tapia Bobadilla Horticultora Asociación de Productores
OrgánicosOsorno
Iván Cuadra Gremios del Sur
Iván Navarro Intendencia Puerto Montt
Iván Neira N. Secretario Regional dePlanificción y Coordinación
SEREMI SERPLAC Puerto Montt
Jaime Rozas S. Gerente General Sarmar Ltda. Puerto Montt
Javier Gho Barba Jefe de Proyectos Especiales Wireless Energy Puerto Montt
Javier Valencia Camp Biólogo Marino Fundación Chinquihue Puerto Montt
Jeannet Hernández Ejecutiva CONAF x Región Puerto Montt
Jorge Cabrera Infor Valdivia
Jorge Caroca R. Director Dirección de Servicios Universidad Austral de Chile ValdiviaJorge Cassigoli Gerente Técnico Instituto Tecnológico del Salmón
- INTESALPuerto Montt
Jorge García-Huidobro Gerente de Planta GELYMAR Puerto MonttJorge Álvarez M. Proyecto Asociativo Artesanos
Mueblistas de FutronoFutrono
José Miguel Troncoso Aquamont Puerto Montt
José Plaza Araneda Unidad de Desarrollo Gobierno Regional Puerto Montt
José Riquelme Proyecto Asociativo ArtesanosMueblistas de Futrono
Futrono
Juan Carlos Godoy Asociación de ProductoresOrgánicos
Osorno
Juan Carlos VergaraBravo
Coordinador de Inversiones,Serplac Región de Los Lagos
Ministerio de Planificación yCooperación - MIDEPLAN
Puerto Montt
Juan E. HenríquezSantos
Médico Veterinario Apicoop Ltda. Valdivia
Juan Konig Schublin General Manager CAFRA Ltda. Frutillar
Juan Sayzana Gerente de Gestión Asociación Gremial deMitilicultores de Chiloé
Castro
Juan Sayzana Multicultores Castro Chiloé
Juan Sone M. President Sone Valdivia
Julio Kalazich Remehue
Julio de Rementeria Director Sosur S.A. Llanquihue
Karin InnocentiSchalchli
Representante Exclusiva Polyte Solet Puerto Montt
Kurt Paschke LaManna
Biólogo Marino, Facultad dePesquerías y Oceanografía,Instituto de Acuicultura
Universidad Austral de Chile Puerto Montt
Leonel Sandoval Ejecutivo SERNATUR Puerto Montt
Leslie Bakker Gerente Hotel Puerto del Sur Valdivia
Luis A. Sandoval Huth General Manager Sosur S.A. Llanquihue
Luis Andrade Nisa Redes Puerto Montt
G - 25
NAME POSITION ORGANIZATION/COMPANY CITYLuis Felipe Aranibia B: Geographer Comisión Nacional del Medio
Ambiente - CONAMAPuerto Montt
Luis Ibarboure CODEPROVAL Valdivia
Luis Marchant Profo Orgánico Valdivia
Luis Scridt P. Trans Antartic Ltda. -Asociación de IndustrialesPesqueros
Puerto Montt
MSc Miriam SeguelLizama
Gerente Técnico, CentroRegional de Análisis deRecursos y Medio Ambiente
Universidad Austral de Chile Puerto Montt
Manfred Max-Neef Universidad Austral de Chile Valdivia
Manuel de la Vega Gerente Berries del Sur Purranque
Manuel de la VegaDroguett
Gerente General Bayas del Sur Purranque
Marcelo BrintrupMeeder
Gerente General Los Volcanes S.A. Puerto Varas
Marcelo Hidalgo Profesional de Apoyo SEREMI Economía Puerto Montt
Marcelo de la Rose P. Oficina de Turismo I. Municipalidad de Corral Corral
Mario Cerna Rosales Gerente General Pesquera Cerna Rosales, (c/oMarine Garden S.A.)
Castro
Mario Reed Verges Gerente de Planta Bayas del Sur PurranqueMarta Meza Gobernación Provincial Valdivia
Mattias Holzman Gerente AQUAMOTION Puerto VarasMatías Nardecchia Administrador Protur Chiloé Castro
Miguel Ramírez Universidad Austral de Chile Valdivia
Miguel Roa Representante Cultivos e Inversiones PuelmapuLtda.
Calbuco
Miguel Silva Rodriguez Secretario Regional Ministerial Ministerio de Obras Públicas Puerto Montt
Miriam Seguel UACH-Seram Puerto Montt
Nancy Vera Ejecutiva SERNATUR Puerto Montt
Nelson Stevens Director Wireless Energy Puerto Montt
Nico Buijsse Gerente General VanTulip Osorno
Noland Schwerter Muebles Fitzroy Puerto Varas
Omar Carrasco Gerente ASOTUR Valdivia
Orlando Campos Proyecto Asociativo ArtesanosMueblistas de Futrono
Futrono
Pablo Agüero SERPLAC Valdivia
Pablo Hoffman Cámara de Comercio e Industria ValdiviaPatricia Jiménez Ingeniero Agrónomo Surambientes Puerto Montt
Patricio Yáñez SERNATUR Valdivia
Paula Carvajal Periodista Instituto Tecnológico del Salmón- INTESAL
Puerto Montt
Pedro Sandoval Proyecto Asociativo ArtesanosMueblistas de Futrono
Futrono
G - 26
NAME POSITION ORGANIZATION/COMPANY CITYRaúl MauricioManzano
Director Regional SERNATUR Puerto Montt
Renato Loaiza Herrera Facultad de Ciencias de laIngeniería
Universidad Austral de Chile Valdivia
René Tribiño Asociación Municipal MochoChoshuenco
La Unión
Ricardo Schmitz B. Gerente General Fundo Cuinco Osorno
Ricardo Tineos Alimentos Felco S.A. Osorno
Robinson Ampuero Universidad Austral de Chile Valdivia
Rodolfo HarwardtRabenko
Gerente General Planta Lechera Puerto Octay Puerto Octay
Rodrigo A. Muñoz M. Gerente Técnico Haras Siracusa Osorno
Rolando Ortloff Gerente Cooperativa Agropecuaria Chiloé Ancud
Rolando SchwerterStrauch
Gerente Cecinas Braunan Puerto Varas
Rudy Haro U. Secretario Regional Ministerial SEREMI Agricultura Puerto Montt
Rudy Kohlerq Fundo Merlin, Asociación deproductores Orgánicos
Puerto Octay
Santiago Mejias Secretario Regional Ministerial SEREMI Economía Puerto Montt
Sebastián MonckebergVergara
Gerente Industrial Cranchile Lanco
Sibel Villalobos Directora Comisión Nacional del MedioAmbiente - CONAMA
Puerto Montt
Susana Cooper Universidad Austral de Chile Valdivia
Takashi Saito Jefe de Proyecto Fundación Chinquihue Puerto Montt
Teodoro Kausell Universidad Austral de Chile Valdivia
Tiglat Montecinos SM. Entrelagos Chocolateria Valdivia
Valeska Kahler Presidenta Asociación de ProductoresOrgánicos
Osorno
Valeska Kahler Asociación de ProductosOrgánicos
Osorno
Vanessa Béjares Souza Directora Regiónal ProChile Puerto Montt
Víctor Herrero Gerente H.E. Tours y Parque NacionalIsla Huapi
Valdivia
Víctor Munzenmayer Gobierno Regional
Ximena Rosales Directora Filial Valdivia CODEFF Valdivia
Yony Piwonka Terfort Gerente de Administración yFinanzas
Cabildo S.A. Osorno
G - 27
Region XINAME POSITION ORGANIZATION/COMPANY CITYAlberto Saini B. Secretario Regional
MinisterialSEREMI Agricultura Coyhaique
Alejandro Colomes G. Secretario RegionalMinisterial
SEREMI Economía Coyhaique
Alejandro Colomes G. Secretario RegionalMinisterial
SEREMI Minería Coyhaique
Alejandro González B. Gerente Fabril Maderera de la PatagoniaLtda.- FAMAPAL
Punta Arenas
Alfonso Lopez Rosas Gerente General Turismo Path@gone Punta Arenas
Ana María Angulo Gerente Profo Productores de Bulbos Coyhaique
Anibal Toro Ortiz Gerente de Operaciones Empresa Portuaria Austral Punta Arenas
Aramis Concha Otarola Sub Gerente Adminsitrativo yde Finanzas
Sociedad Administradora ZonaFranca de Punta Arenas Ltda.
Punta Arenas
Arnoldo A. ImalayFuentes
Director Regional Instituto Nacional deCapacitación - INACAP
Punta Arenas
Augusto Leiva Presidente Asociación de GanaderíaMagllanes
Punta Arenas
Bernardo TroncosoNarvaez
SEREMI Economía Punta Arenas
Bernardo TroncosoNarvaez
Secretario RegionalMinisterial
SEREMI Minería Punta Arenas
Carlos MartinezVillegas
Dueño Holding Don Carlos Coyhaique
Carlos RowlandKusanovic
Director Regional Servicio Agrícola Ganadero -SAG
Punta Arenas
Claudia Saavedra Methanex Chile Ltda. Punta Arenas
Darío Zúñiga Supervisor Jefe Zona Austral SGS Redwood Services Punta Arenas
Diego Urrutia Director de Programas Turismo Cabot Ltda. Coyhaique
Edmundo Fahrenkrog Gerente Regional Forestal Trillium - Savia Ltda. Punta Arenas
Eladio Iglesias SubGerente Fabril Maderera de la PatagoniaLtda.- FAMAPAL
Punta Arenas
Fabiano Queirolo P. Director Regional ProChile Coyhaique
Fernando CastilloRomán
Gerente General Empresa Portuaria Austral Punta Arenas
Fernando Ilic Dorlhiac Gerente Centros Productivosde Cultivo
Instituto de Fomento Pesquero Coyhaique
Francisco KarelovicCar
Gerente General Sociedad Administradora ZonaFranca de Punta Arenas Ltda.
Punta Arenas
Francisco Luis CamposRodrigues
Gerente Concar S.A Punta Arenas
Grani Martic Lausic Directora Regional ProChile Punta Arenas
Guillermo Cruz Barros Gerente Salmones Australes S.A. CoyhaiqueGuillermo Staudt Profo Distribudor XI Region Coyhaique
G - 28
NAME POSITION ORGANIZATION/COMPANY CITYGustav Basedow Experto Acuicultura Servicio de Cooperación Técnica
- SERCOTECCoyhaique
Gustavo Leiva Presidente Asogama Punta Arenas
Héctor Canales Presidente Cámara de Comercio y TurismoCoyhaique
Coyhaique
Isa Maria MuzioConciglierie
Directora Regional SERNAPESCA Punta Arenas
Ivette MartínezMardones
Empresaria Turistica Punta Arenas
Jaime Aguilera Fritis Ingeniero Programa Servicio País LitorialNorte de Aysén
Puerto Aysén
Johann Canton Sociedad de ExploracionesSkyring
Punta Arenas
John HenríquezMontenegro
Director Ejectivo FIDE XII Punta Arenas
Jorge Burgos S. Director Regional CONAF Coyhaique
Jorge Bustos Gerente de RecursosHumanos
Methanex Chile Ltda. Punta Arenas
Jorge Prado Socio Profo Productores de Bulbos Coyhaique
José Marín Antonin Gerente General Carnes Agromar Punta Arenas
José Urrutia Jefe de Departamento deDesarrollo
CONAF Coyhaique
Juan José Salas Gerente Asociación Chilena de Empresasde Turismo - ACHET
Punta Arenas
Julio Arenas Coloma Director Regional Servicio Nacional de Turismo -SERNATUR
Punta Arenas
Klaus Thormann SERNATUR Punta Arenas
Liliana KusanivicMarusic
Gerente Fantástico Sur Punta Arenas
Liliana KusanovicMarusic
Gerente General Hosteria Las Torres Punta Arenas
Luis Alberto GomezPizarro
Arquitecto Hostal Belisario Jara Coyhaique
Luis Ignacio González Aeroviajes CoyhaiqueLuis Ignacio GonzálezPuchi
Gerente comercial Aeroviajes Coyhaique
Manuel CastañedaParedes
SEREMI Obras Públicas Punta Arenas
Manuel Miño Director Regional SERNAPESCA Aysén CoyhaiqueMarcelo Gidi Garcia Jefe Area Agua Dulce Salmones UNIMARC CoyhaiqueMaria Luisa OjedaAlmonacid
CONAMA Punta Arenas
G - 29
NAME POSITION ORGANIZATION/COMPANY CITYMaría Alicia FernándezP.
Presidenta Camara de Turismo de Coyhaique Coyhaique
Miguel Angel GarcíaCaro
SEREMI Bienes Nacionales Punta Arenas
Nelson Matissine Presidente Asociación de PescadoresArtesanales
Coyhaique
Nelson Oyarzun Jara Director Regional Servicio de Cooperación Técnica- SERCOTEC
Coyhaique
Nicolás Paulsen R. Empresa Portuaria Austral Punta Arenas
Pedro Gomez Vidal AustroChile - AsociaciónMagallánica de Empresas deTurismo
Punta Arenas
Peter Avenali Red de Aventura PatagónicaSalvaje Corazón
Coyhaique
Raul Morales Agoni Jefe Sede Aysén Instituto Forestal Coyhaique
Raúl Morales A. Jefe de Sede Infor Coyhaique
Ricardo ForeticOyarzún
Director Regional SEREMI SERPLAC Punta Arenas
Ricardo Santiller A. Jefe de Producción Empresa HOL Coyhaique
Robert Gillet Bebin Secretario RegionalMinisterial de Hacienda yEconomía
Gobierno Regional Punta Arenas
Roberto Balboa Socio Profo Productores de Bulbos Coyhaique
Roberto Gillet Bebin Secretario Regional SEREMI Hacienda Punta Arenas
Roberto MovilloCepedes
Gerente General Hotelga - Hotelería yGastronomía
Punta Arenas
Robeto DuránHernández
Sindicato de Trabajadores Ind. DePescadores Artesanales
Punta Arenas
Rodolfo Concha Presidente Asociación de GanaderíaMagllanes
Punta Arenas
Sergio G. Vargas Gerente de Mantenimiento Methanex Chile Ltda. Punta Arenas
Sergio J. Román
Gerente GeneralIntendente
Asmar Shipbuilding andShiprepairing Company
Punta ArenasCoyhaique
Silvia MorenoGonzález
Intendencia
Sonia CendoyaVodanovic
Gerente General Simunovic Punta Arenas
Víctor Vargas Vidal SEREMI Agricultura Punta Arenas
Waldo Rubilar Flores Director Regional CONAF Punta Arenas
G - 30
METROPOLITAN REGION
NAME POSITION ORGANIZATION/COMPANY CITYAkio Fukuda Gerente General Bank of Tokyo - Mitsubishi Santiago
Alberto AchondoPizarro
Director Gerente GENERA Santiago
Alberto Bull Consultor Comisión Económica paraAmérica Latina y el Caribe -CEPAL
Santiago
Alejandro Alarcón Gerente General Asociación de Bancos SantiagoAlejandro JaraWeitzmann
Division de CoorfinacionInterministerialMinisterio Secretaria General dela Presidencia
Santiago
AlejandroSchachner Litvak
International Sales Manager SALO Santiago
Alfredo H.Sepúlveda B.
Gerente de Exportaciones Laboratorio Chile S.A. Santiago
Aliro González Indumotora Automotriz S.A. SantiagoAlvaro CalderonHoffmann
Asuntos Económicos - División deDesarrollo Productivo y Empresarial
Comisión Económica paraAmérica Latina y el Caribe -CEPAL
Santiago
Alvaro MonmaBernales
Gerente de Personal de Tripulación Empresa de Desarrollo Pesquerode Chile S.A. - EMDEPES
Santiago
Amilcar AndradeMontero
Subgerente de Ventas ARGOS S.A. Santiago
Ana María Bravo MBA Department Pontificia Universidad Católica deChile
Santiago
Ana Novik A. Inversiones y Transporte Aéreo -Dirección Relaciones EconómicasInternacionales
Ministerio de RelacionesExteriores
Santiago
Andrés Baboun Gerente General Interpack SantiagoAndrés LeivaMarras
Ejecutivo de comercio Exterior FOSKO S.A. Santiago
Andrés Santoro delCampo
Asesor Proyecto de Reforma yModernización del Estado
Ministerio Secretaría General dela Presidencia
Santiago
Andrés Vicens R. Vice-Presidente Asexma Chili SantiagoAngel Gajardo Gerente General ELECSOL SantiagoAngelo CherubiniZanetel
División de Planificación Estratégica Ministerio de Obras Públicas,Transporte y Telecomunicaciones
Santiago
Aron Grekin C.E.O. INDEC SantiagoArturo Saez Secretario Regional Ministerial SEREMI Agricultura SantiagoAugusto WiegandPuyssegur
Gerente Comercial Transformadores Tusan Ltda. Santiago
Badyn gonzález H. Departamento de Estadísticas Junta Aeronáutica Civil Santiago
G - 31
NAME POSITION ORGANIZATION/COMPANY CITYBarbara Stallings Directora División de Desarrollo
EconomicoComisión Económica paraAmérica Latina y el Caribe -CEPAL
Santiago
Carl Lessau S. Santiago Representative Mitsui OSK Lines - SouthAmerica Ltda.
Santiago
Carlos BarrosoVivaldi
Gerente General Su Partner Santiago
Carlos Briceño M. Gerente Comercial Oxy-Chile SantiagoCarlos Crisostomodel Pedregal
Departamento Jurídico - DirecciónRelaciones Económicas Internacionales
Ministerio de RelacionesExteriores
Santiago
Carlos JerezHernández
Gerente General Editorial Trineo S.A. Santiago
Carlos Lizana Gerente General Vitroquímica SantiagoCarlos Scheuch Gerente General TOPRINT S.A. SantiagoCarlos Vives Dulcet Gerente de Administración Finanzas MESSAMAR Santiago
Carmen GloriaRavanal O.
Jefe, Division Estudios y Proyectos Instituto de NormalizacionPrevisional
Santiago
Carmen Paya Piñera Gerente de Área de Educación Corporación de Capacitación yEmpleo de Sociedad de FomentoFabril - CCE - SFF
Santiago
Carol Pinto Agüero AGCI, Agencia de Cooperacióninternacional de Chile
Santiago
Cecilia Arias de Pol Departamento de Planificación Servicio Nacional de Turismo -SERNATUR
Santiago
Cecilia Rojas L. Jefe de Cooperación Internacional Oficina de Estudios y PoliticasAgrarias
Santiago
Chiristian GonzalezUrrutia
Ejecutivo de Proyectos FONTEC Santiago
Chiristian Paccot N President EXCELSYS Santiago
Claudia Ibáñez ElCano
Gerente Mercosur y Aladi ProChile Santiago
Claudio MeniconiBrito
Gerente Comercial GENERA Santiago
Claudio Parra Mora Project Executive, ProductivityTechnologies Division
INTEC Chile Santiago
Claudio Ramírez Product Manager Capital Goods,Industrial supplies and ServicesDepartment
ProChile Santiago
Cristian Jara Taito Gerente General Sociedad Nacional de Pesca A.G. SantiagoCristián OcañaAlvarado
Coordinador Proyectos Internet Ministerio de Economía Santiago
Daniel Urbina Asesor Ministro Ministerio de Obras Públicas,Transporte y Telecomunicaciones
Santiago
Diego Solar El Mostrador, Medio Informativoen Internet
Santiago
G - 32
NAME POSITION ORGANIZATION/COMPANY CITYDominique HachetteDe la F.
Profesor - Instituto de Economía Pontificie Universidad Católica deChile
Santiago
Dámaso OrtizChandía
Gerente Industrial ARCOR/DOS EN UNO Santiago
Edgardo Santibanez Director Departmentode Proyectos FONDEF Santiago
Eduardo AstorgaJorquera
Abogado, Jefe de Asespres Ministerio de Obras Publicas Santiago
Eduardo Bitrán G. Director General Fundación Chile SantiagoEduardo Cáceres Empresas Lourdes S.A. SantiagoEduardo Palma Gerente Comercial y Marketing TOPRINT S.A. Santiago
Eduardo Vera Program Director Uchile Team Leader Access Nova Santiago
Enrique ArenasOregón
Planificación y Desarrollo Artículos Tecnológicos Ltda.,Filial Industrias
Santiago
Enrique DíazAntúnez
Gerente COSAN Logística Integral S.A. Santiago
Enrique GallardoL
Gerente General ACTI Santiago
Enrique VergaraSchmitt
General Manager ILKO Internacional Santiago
Enrique VergaraVial
Asesor Ministerio de Economía, Mineríay Energía
Santiago
Ercole Oppici General Manager Oppici S.A. SantiagoEric Martin Jefe de Programa Relaciones
Internacionales - Dirección de VialidadMinisterio de Obras Públicas,Transporte y Telecomunicaciones
Santiago
Eric Petri Zuleta Coordinador de AsuntosInternacionales
Ministerio de Transportes yTelecomunicaciones
Santiago
Erich Schüler Gerente General Artículos Tecnológicos Ltda.,Filial Industrias
Santiago
Ernesto Palacios Secretario Ejecutivo Cidexa ASIMET SantiagoEsteban SeguraRevello
Gerente Servicios Empresariales Cámara de Comercio Santiago
Etienne LefrancHernandez
General Manager Puerto Sur Santiago
Felipe Canala-Echeverría
Asistente Comercial PETROQUIM Santiago
Felipe ContardoValdivieso
Ingeniero en Administración, Directorde Marketing
ENAER Santiago
Felipe IglesiasVallejos
Director Proyecto Internet Feria Del Disco Santiago
Felipe JaraSchnettler
Evolución y Estudios CoordinaciónNacional Red Enlaces
Ministerio de Educación Santiago
Felipe Ortega Melo Gerente Programa de DesarrolloRegional
Ministerio de RelacionesExteriores
Santiago
G - 33
NAME POSITION ORGANIZATION/COMPANY CITYFernando BarrazaLuengo
Subdirector de Informática Servicio de Impuestos Internos Santiago
Fernando BassoJuárez
Tesorero General Confederación de ComercioDetallista y Turismo de Chile
Santiago
Fernando García General Manager Cosmética Nacional SantiagoFernando Gómez A. Marketing & Sales ENAER SantiagoFlorencio Duble Commercial Manager ENAER SantiagoFlorencio Utreras Director Ejecutivo Reuna SantiagoFumihiko Gotoh Gerente General Kataoka & Co. Ltd. SantiagoGabriel San Martin Dresdner Kleinwort Benson Bank SantiagoGabriela AguayoVega
Jeff de ProyectosDivision Technologias Productivas
INTEC Santiago
George Lever Gerente de Estudios Cámara de Comercio SantiagoGerardo Neustadt Operations Manager Ultramar SantiagoGerardo Pérez Gerente de Operaciones Kawasaki Chile Ltda. SantiagoGerman King Z. Direccion General Ministerio de Relaciones
ExterioresSantiago
Germán Cabrera Asociación Gremial de Dueños deCamiones
Santiago
Germán MatelunaC.
Country Manager Motorola Chile S.A. Santiago
Gonzalo Chantir Planificación y Desarrollo ULTRAMAR SantiagoGonzalo FrigerioIbar
Unidad Nuevas Empresas SAE Santiago
Gonzalo García-Huidobro
Gerente Comercial Compañía Electro MetalúrgicaS.A. - ELECMETAL
Santiago
Gonzalo HerrerosPenna
Gerente General Forestal ACE Santiago
Gonzalo Jordan F. Departamento Agroindustrial Fundacion Chile SantiagoGracielaMoguillansky
Comisión Económica paraAmérica Latina y el Caribe -CEPAL
Santiago
Greg Barton Founder & CEO Business News Americas Santiago
Guillermo Gonzàlez Gerente FEPACH, Federación deProcesadores de Alimentos deChile
Santiago
Guillermo IturraMeza
Gerente Comercial Área Computación Adexus Santiago
Guillermo Labarca Experto en Recursos Humanos yCapacitación
Comisión Económica paraAmérica Latina y el Caribe -CEPAL
Santiago
Guillermo Le FortVarela
Gerente División Internacional Banco Central de Chile Santiago
Gustavo GómezBahamondes
Gerente División Agroindustrial SGS Chile Ltda. Santiago
Gustavo JullianTorres
Gerente General Bellavista Oveja Tome S.A. Santiago
Gustavo MonteroSaavedra
Presidente Ejecutivo Aquamont S.A. Santiago
G - 34
NAME POSITION ORGANIZATION/COMPANY CITYGustavo Rojas Le-Bert
Gerente de Desarrollo Sociedad Nacional de Agricultura Santiago
Hajime Ichiki Gerente General Marubeni Chile Ltda. SantiagoHarman vonMuhlenbrock Soto
Presidente ASIMET Santiago
Hector BacigalupoFalcon
Gerente de Estudios Sociedad Nacional de Pesca A.G. Santiago
Henry Paez Cruz Socometal SantiagoHerber Miesser Gerente Comercial Ducasse Industrial SantiagoHerman VonMuhlenbrock
Presidente ASIMET Santiago
Hermann VonBorries Harms
Gerente de Desarrollo Tecnológico Sonda Santiago
Hernan MoralesFaundez
Jefe, Subdepartamento Informatica,Division Estudios y Proyectos
Instituto de NormalizacionPrevisional
Santiago
Hideyuki Yoshida? JICA Chile SantiagoHiroaki Tamura Segundo Secretario Embajada del Japón SantiagoHiroshi Watanabe Gerente de División Marubeni Chile Ltda. SantiagoHoracio Justiniano Managing Director Linktronic SantiagoHugo Ponce Marketing Manager Linktronic SantiagoHumberto RivasOrtega
Jefe de Departamento de Planificación Servicio Nacional de Turismo -SERNATUR
Santiago
Héctor BacigalupFalcon
Gerente de Estudios Sociedad Nacioal de Pesca -SONAPESCA
Santiago
Ian Thomson Oficial a cargo, Unidad de Transporte Comisión Económica paraAmérica Latina y el Caribe -CEPAL
Santiago
Jaime Alee G. Gerente General NEC SantiagoJaime Crispi L. Advisor Minster of Finance Santiago
Jaime MarticorenaGarcía
Gerente General Socometal Santiago
Jaime Olguín Gerente Sede Santiago CIMM T & S SantiagoJoaquin Morales Vice Presidente Ejecutivo Comité de Inversiones Extranjeras Santiago
Joaquín Cordúa Director de Desarrollo Fundación Chile SantiagoJohn A. Harris Commercial Counselor, U.S.
Department of CommerceEmbassy of the United States ofAmerica
Santiago
Jorge BroussangarayDiestre
Desarrollo Refinerías y Logística ENAP Santiago
Jorge BustosOyanedel
Superintendencia de Valores Santiago
Jorge Castro Cid Comercio Exterior ARGOS S.A. SantiagoJorge Champin Libra SantiagoJorge Chateau H. Proyecto de Reformay Moderniacion
del EstadoMinisterio Segretaria General deLa Presidencia
Santiago
G - 35
NAME POSITION ORGANIZATION/C CITY
Jorge Flores B. Aircraft Assembly Manager ENAER SantiagoJorge Fontana Finance Director FOSKO S.A. SantiagoJorge Katz Asesor Regional - División de
Desarrollo Productivo y EmpresarialComisión Económica paraAmérica Latina y el Caribe -CEPAL
Santiago
Jorge M. GodoyGutiérrez
Teniente Coronel Instituto Geográfico Militar Santiago
Jorge Núñez Divisón de Metrología Instituto Nacional deNormalización - INN
Santiago
Jorge ObandoMartin
Representate de Negocios ORBINET Santiago
Jorge Ortiz Silva Subdirector de Operaciones y Control Servicio Nacional de Turismo -SERNATUR
Santiago
Jorge Quinlan Gerente de Materiales HÄRTING SantiagoJorge Álvarez Comercio Exterior SONDA SantiagoJose AntonioCubillos F.
International Marketing Manager Chilean Exporters Association Santiago
Jose Manuel ConchaVial
Gerencia de Desarrollo Sociedad Nacional de AgriculturaF.G.
Santiago
Joseph Ramos Profesor - Departamento deEconomía Facultad de Ciencias yAdministrativas
Universidad de Chile Santiago
Joseph Rijken Gerente General SGS Chile Ltda. Santiago
José AntonioCubillos
International Marketing Manager ASOEX Santiago
José Ignacio MeyerCasanova
Gerente de Compras ARCOR/DOS EN UNO Santiago
José L. Stockebrand Jefe Servicio a la Carga COSAN Logística Integral S.A. SantiagoJosé Luis NavarreteMedina
Gerente Comercial Editorial Trineo S.A. Santiago
José M. Piquer Director Facultad de Ciencias Físicasy Matemáticas, Deparatamento deCiencias de la Computación
Universidad de Chile Santiago
José Manuel MendiaInfante
MENALPHALTDA. Santiago
José Manuel Rogers Gerente General Corporación de PromociónTurística de Chile
Santiago
José María RubiatoElizalde
Unidad de Transporte Comisión Económica paraAmérica Latina y el Caribe -CEPAL
Santiago
José Pedro Vergara Gerente Comercial CESMEC SantiagoJuan AhumadaPeralta
Ejecutivo Gerencia de Operaciones Servicio de Cooperación Técnica- SERCOTEC
Santiago
G - 36
NAME POSITION ORGANIZATION/COMPANY CITYJuan Antonio ArreseLuco
Subdirector General de Aguas Ministerio de Obras Públicas,Transporte y Telecomunicaciones
Santiago
Juan CarlosGoicoechea Neuman
División de Planificación Estratégica Ministerio de Obras Públicas,Transporte y Telecomunicaciones
Santiago
Juan CarlosSepúlveda Meyer
Gerente General FEDEFRUTA Santiago
Juan CristóbalPavez R.
CFO E-Ventures Santiago
Juan Palacios CEO ORBI Santiago
Juan RusqueAlcaino
Director Nacional de ObrasPortuarias
Ministerio de Obras Públicas,Transporte y Telecomunicaciones
Santiago
Juan Silva Avlarez SubGerente General INDUMAC Muebles Funcionales Santiago
Julio Toro Cepeda Subcoordinador de Proyectos deConcesiones
Ministerio de Obras Publicas Santiago
Julio Vejar B. Export Manager Indura Santiago sJun Ichi Suzuki Director de Planta Industrial Kimitsu Chile Ltda. SantiagoJusto García Gerente General Corpora Tres Montes SantiagoJürgen Weller División de Desarrollo Económico Comisión Económica para
América Latina y el Caribe -CEPAL
Santiago
Kathleen UribeHuidobro
Asesor Ministro de Hacienda Santiago
Katsuyuki Nakasu Director Departamento de Alimentosy Mercaderías Generales
Mitsubishi Chile Ltda. Santiago
KazuhikoSawayama
Consultor en Asuntos deConservación Ambiental Agricola
ODEPA-JICA Santiago
Kazuki Takamiya Food and AgricultureOrganizaction - FAO
Santiago
Keiji Inoue Division de Desarrollo Economico Comisión Económica paraAmérica Latina y el Caribe -CEPAL
Santiago
Kenichi Nagata Representante Senior Mitsui OSK Lines - SouthAmerica Ltda.
Santiago
Kenji Suedomi Gerente General NMP Chile - Nippon MeatPackers Inc.
Santiago
Kiyoharu Homma Director NEC Santiago
Koichi Ono Secretario General Cámara Chileno Japonesa deComercio e Industria A.C.
Santiago
Konrad Ziebold Gerente Area Industrial AIROLITE S.A. SantiagoKunio Hayashi Gerente General OCS Chile Courier Service SantiagoLee Wood Director Instituto Nacional de
Normalización - INNSantiago
Leo J. ValladaresPineda
Ingeniero de Ventas InternacionalesSegmento Industrias
PD Wire & Cable Santiago
G - 37
NAME POSITION ORGANIZATION/COMPANY CITYLeonardo JorqueraSánchez
Gerente Comercial, Unidad deNegocios tubos y Planchas
Madeco Santiago
Leonardo MenaCoronel
Jefe Unidad Especial para laInfraestructura de Internet
Subsecretaría deTelecomunicaciones
Santiago
Leonel Cid Leyton Gerente General TIC - Tecnica Industrial YComercial Ltda.
Santiago
Leopoldo BertossiD.
Profesor Adjunto de Ciencia deComputación, Escuela de Ingeniería
Pontificia Universidad Católica deChile
Santiago
LorenaConstantinescuAuzinger
Manager Manufactured Products ProChile Santiago
Lorena Santana Gerencia de Desarrollo ASEXMA SantiagoLuis Felipe Jimenez Experto en Política Monetaria y
FinancieraComisión Económica paraAmérica Latina y el Caribe -CEPAL
Santiago
Luis ZavienzoSchwartzman
Director Direccion de Aprovisionnamientodel Estado
Santiago
Luisa Rangel Asuntos Económicos - División deDesarrollo Productivo y Empresarial
Comisión Económica paraAmérica Latina y el Caribe -CEPAL
Santiago
Manuel Tubino Ingeniero Civil INTEC Chile SantiagoMarcelo Castiglione Analista de Inversiones A.F.I. Estrella Americana S.A. Santiago
Marcelo Longás Ministerio de Vivienda yUrbanismo
Santiago
Marcelo Mesías Sub-Gerente de Operaciones Ultramar SantiagoMarcelo Pérez Vialidad Ministerio de Obras Públicas,
Transporte y TelecomunicacionesSantiago
Marcos Veragua Gerente de Relaciones Públicas Confederación de ComercioDetallista y Turismo de Chile
Santiago
Maricel Moraga Gerente de Estudios ASIMET SantiagoMario Benavente Economic Advisor, Executive
VicepresidencyComite de Inversiones Extranjeras Santiago
Mario López Degesch SantiagoMario Matus Director de Política Multilateral de la
Dirección EconómicaMinisterio de RelacionesExteriores
Santiago
Mario Tala Delgado Jefe Departamento PlanificacionEstratégica
Ministerio de Obras Públicas,Transporte y Telecomunicaciones
Santiago
Maritza Araya Acle Asesor Ministro Ministerio de Obras Públicas,Transporte y Telecomunicaciones
Santiago
Mark Leverton Director Vidrios Lirquén S.A. SantiagoMaría GabrielaRuitort
Directora Regional ProChile Santiago
María SoledadValdés Leal
Programa PYMES ProChile Santiago
MaríaOlivia Recart Departamento de Desarrollo Fundación Chile Santiago
G - 38
NAME POSITION ORGANIZATION/COMPANY CITYMasahiro Kitamura Presidente Toyota Chile S.A. Santiago
Masaki Sanei Primer Secretario Embajada de Japón SantiagoMasami Ikuta Asesora en Formulación de Proyectos JICA Chile Santiago
Masami Nakanishi Asesora en Formulación de Proyectos JICA Chile Santiago
Mathias D. LüscherHegglin
Assistant Manager ISESA Santiago
Matías Lecaros Empresas Lourdes S.A. SantiagoMauricio Silva Departamento Administrativo Servicio Nacional de Turismo -
SERNATURSantiago
Mauricio Villar C. PRIMEX SantiagoMetin Jack DeMizrahi Dinar
Executive Director Puerto Sur Santiago
Michael Mortimore División de Desarrollo Productivo yEmpresarial
Comisión Económica paraAmérica Latina y el Caribe -CEPAL
Santiago
Michiro Kobayashi Presidente Sumitomo Corporation Chile SantiagoMiguel Canala-Echeverría
General Manager Chilean Exporters Association Santiago
Miguel RomeroHaller
Asesor Dirección de Vialidad,Programa Relaciones Internacionales
Ministerio de Obras Públicas,Transporte y Telecomunicaciones
Santiago
Mikio Kuwayama Asuntos Económicos, DivisiónComercio Internacional
Comisión Económica paraAmérica Latina y el Caribe -CEPAL
Santiago
Minoru Katsu Gerente Departamento deAdministración y Finanzas
Mitsubishi Chile Ltda. Santiago
Mónica AmigoChávez
Subgerente de Desarrollo Corporación de Capacitación yEmpleo de Sociedad de FomentoFabril - CCE - SFF
Santiago
Nelson Lizama Product Manager Capital Goods,Industrial supplies and ServicesDepartment
ProChile Santiago
Nicole Norel CEPAL SantiagoOrlando DíazRomero
Transportes La Frontera LTDA. Santiago
Osamu Asada Director Departamento de Metales Mitsui Chile Ltda. Santiago
Oscar FigueroaMonsalve
Asesor Ministro Ministerio de Obras Públicas,Transporte y Telecomunicaciones
Santiago
Osvaldo RosalesVillavicencio
Director General de RelacionesEconómicas Internacionales
Ministerio de RelacionesExteriores
Santiago
Pablo Anguita Salas Director de Vialidad Ministerio de Obras Públicas,Transporte y Telecomunicaciones
Santiago
Pablo Arriagada C. Export Manager SOMELA Santiago
G - 39
NAME POSITION ORGANIZATION/COMPANY CITYPablo IrarrázabalMena
Departamento de Ingeniería Eléctrica Pontificia Universidad Católica deChile
Santiago
Pablo SaumannMolina
Gerencia de Planificación yDesarrollo
Servicio de Cooperación Técnica- SERCOTEC
Santiago
Paola J. Miraglia Ejecutiva Comercial Kataoka & Co. Ltd. SantiagoPatricio Moenne Assistant to the Chairman Compañía de Acero del Pacífico
S.A. - CAPSantiago
Patricio Selamé Gerente General Envases Felxibles SantiagoPatricio Torres Gerente de Exportaciones Indura SantiagoPaula Bunster Raby Jefe de Desarrollo de Negocios Paula Bunster Raby Santiago
Pedro Araya M. Jefe Departamento de Construcción,Dirección de Aeropuertos
Ministerio de Obras Públicas,Transporte y Telecomunicaciones
Santiago
Pedro Reus Muñoz Subgerente Corporativo Sociedad de Fomento Fabril -SOFOFA
Santiago
Peter LüscherLeuenberger
Gerente General ISESA Santiago
Peter McRostie Gerente General Typack SantiagoPhillip RoeSmithson
Paradigma Santiago
Rafael Concha U. Gerente General Nibsa S.A. SantiagoRaul AmunateguiForster
Ingeniero Agronomo Oficina de Estudios y PoliticasAgrarias
Santiago
Raul LabanManasseh
Director Ejecutivo Su Partner Santiago
Raúl Molina Jefe Coemrcial Servicio Andino CSAV Santiago
Raúl Núñez Brantes Instituto Nacional deNormalización - INN
Santiago
Raúl Sáenz Coordinador de AsuntosInternacionales
Ministerio de Hacienda Santiago
René Aguayo Gerente de Exportaciones Industrias Generales ycomplementarias del Gas S.A.
Santiago
Ricardo Badilla Director de Concesiones Ministerio de Obras Públicas,Transporte y Telecomunicaciones
Santiago
Ricardo BaezaYates
Depto. de Ciencias de laComputacionUniversidad de Chile
Santiago
Ricardo FuentesMoisan
Libra Santiago
Ricardo PulgarParada
Asesor Division de Estudios,Ministerio Secretaria General dela Presidencia
Santiago
Ricardo SalasArancibia
Ingeniero Civil Sistema Administrador deEmpresas - SAE
Santiago
Ricardo Schaffner Gerente General Schaffner SantiagoRichardo Badilla Coordinador General de Concesiones Ministerio de Obras Publicas Santiago
G - 40
NAME POSITION ORGANIZATION/COMPANY CITYRichardo RiveroRodriguez
Genaral Manager ORBINET Santiago
Richardo SegalKirberg
Gerente General FACT INGENERIA Santiago
Roberto BarrazaMoreno
Gerente General Industria Metalurgica AconcaguaLTDA.
Santiago
Roberto LeerriLopez
Jefe, Proyectos Dipres Santiago
Roberto Paiva Director de ComercioExterior
Ministerio de Economía Santiago
Rodrigo Ayala Director de TranporteInternacional
COSAN Santiago
Rodrigo GómezPena
Superintendencia de Valores Santiago
Rodrigo TabjaReyes
Jefe DepartamentodeIngeniería deElectricidad
Superintendencia de Electricidady Combustibles
Santiago
Rodrigo ÁguilaAraya
Abogado Confederación de ComercioDetallista y Turismo de Chile
Santiago
Rogelio Orozco Gerente Comercial HÄRTING SantiagoRolando CarmonaG.
Gerente General Drillco Tools Santiago
Rolando DávilaRodríguez
Gerente Cámara Chileno Argentina deComercio
Santiago
Ronald Brown Presidente Asociación de Exportadores deChile
Santiago
Ronald S. Bown Chairman of the Board Chilean Exporters Association SantiagoRubén Uribe Export Manager SINDELEN SantiagoRudolf Buitelaar Oficial de Asuntos
EconómicosComisión Económica paraAmérica Latina y El Caribe -CEPAL
Santiago
Sebastián Ríos Facultad de Ingeniería Pontificia Universidad Católica deChile
Santiago
Sergio A. AuadGonzález
Jefe DivisiónExportaciones
Compañía Electro MetalúrgicaS.A. - ELECMETAL
Santiago
Sergio EugenioRebolledo S.
Agrónomo Zonal Vital Berry Marketing S.A. Santiago
Sergio Galilea O. Intendente Intendencia SantiagoSergio Milic B. Gerente de Proyectos Dresdner Kleinwort Benson South
Andes Ltda.Santiago
Shigeru Maeda Primer Secretario Embajada del Japón SantiagoShinji Kano Director Ejecutivo Canon Chile S.A. SantiagoSidney Rezende Comercio Internacional Comisión Económica para
América Latina y el Caribe -CEPAL
Santiago
Silvia Cava F. Gerente de Asia yOceanía
ProChile Santiago
G - 41
NAME POSITION ORGANIZATION/COMPANY CITYSonia Zavando B. Division Coordinator
ProductivityTechnologies Division
INTEC Santiago
Sylvia Cava F. Manager for Asia-Pacific Ministry of Foreign Affairs SantiagoTakashi Okuyama Presidente Camara Chileno-Japonesa de
Comercio e Industria A.G.Santiago
Takashi Okuyama Presidente Mitsui Chile Ltda. SantiagoTazuko Ichinohe Asistente Representante JICA Chile SantiagoTokuji Morimoto Director Toyota Chile S.A. SantiagoTomas H. HarrisonR.
Gerente General Asociacion de Industriales de laMadera
Santiago
Tomas SantibanezViani
Ejecutivo de Proyectos FDI Santiago
Tomás Harrison Gerente General ASIMAD SantiagoUlises RetamalCasanova
JefeUnidad dePlanificación, Direcciónde Planeamiento
Ministerio de Obras Públicas,Transporte y Telecomunicaciones
Santiago
Vahid Masrour Gerente de Alianzas Paradigma Santiago
Vicente Arias Bravo Secretario RegionalMinisterial
SEREMI Minería Santiago
Vicete Caruz Deloitte & Touch SantiagoVictor A. RiverosBassaletti
Empresas EGB Santiago
Vittorio Tamagnini Corporate Director ofSourcing andDevelopment
VIRUTEX ILKO S.A. Santiago
Víctor SelmanBiester
Director NuevasEmpresas
SAE Santiago
Víctor Urea Jefe Segmento Industrias PD Wire & Cable SantiagoWaldo MaldonadoCatalan
Terra Networks ChileS.A
Gerente de integracionTechnologica
Santiago
Yadran Eterovic Profesor Auxiliar Cienciade la Computación,Escuela de Ingeniería
Pontificia Universidad Católica deChile
Santiago
Yancko González Gerente General SERMINEX SantiagoYasuhikoNakashima
Gerente de Desarrollo yMantención
Industrial Kimitsu Chile Ltda. Santiago
Yasuyuki Hosokawa Gerente de Marketing Nissho Iwai Chile Ltda. SantiagoYoshinobu Otagaki Presidente y Gerente
GeneralMitsubishi Chile LTDA. Santiago
YoshinobuSakamoto
Presidente Empresa de Desarrollo Pesquerode Chile S.A. - EMDEPES
Santiago
Yoshinori Terado Komatsu Cummins Chile Ltda. SantiagoYutaka Ishikawa Gerente General NYK Sudamericana (Chile) ltda. Santiago
G - 42
